NATIONAL OPEN UNIVERSITY OF NIGERIA

FACULTY OF EDUCATION

COURSE CODE: BED 416

COURSE TITLE: OFFICE ORGANISATION AND MANAGEMENT

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 Course Guide
CourseCode: BED416

Course Title: OFFICEORGANISATIONANDMANAGEMENT

Course Developer: Inegbedion Juliet O. NOUN, Abuja

Course Writer: Professor L. E. Ekpenyong
Department of Vocational and Technical Education
Faculty of Education
University of Benin
Benin City
Course Editor: Professor B. A. Agbonifor
Faculty of Arts and Social Sciences
University of Benin
Benin City

Course Coordinator: Inegbedion, Juliet O.

Faculty of Education
National Open University of Nigeria, Abuja

Course Reviewer: Dr Joshua S. Mamman

Department of Business and Entrepreneurship Education
Faculty of Education
Kwara State University
Malete

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 PAGES

1. Introduction
2. What you will learn from this course
3. Course Aims
4. Course Learning outcomes
5. working through the course
6. Course Materials
7. Study Units
8. References
9. Assignment file
10. Presentation schedule
11. Assessment
12. Final Examination Grading
13. Course Working Scheme
14. How to get most from the course
15. Tutor and Tutorials
16. Summary

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BED 411: OFFICE ORGANIZATION AND MANAGEMENT

This course is designed to equip the business educationstudents with the

knowledge and skills relating to theefficient functioning of the modern
business offices and related organizations.

WHAT YOU WILL LEARN

You will learn about the structure, functions and practices applicable to
a modern businessoffice.

COURSE AIMS

This course aims at producing competent office managers, organizers

and practitioners. In order to enable you tomeet the above aims, the
course has been designed in modules each of which has a number of
units intended to facilitate your logical and easy assimilation of the
contents of the course. Again, each course unit consists of learning
outcomes to enable you toassess how well you have achieved the set
learning outcomes.

COURSE LEARNING OUTCOMES

The course learning outcomesaremeanttoenable you achievethe

following:

1. Develop understanding of the structure and functions of a

modernoffice;

2. Acquire knowledge and skills for handling office documents,

equipment,androutines;

3. Understand and practicethe proceduresfor handlingand

processing office data andtransactions;

4. Appreciate the importance of leadership, motivation, and

human relations to workers’satisfaction.

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 WORKING THROUGH THIS COURSE GUIDE
You are required to work through all the unitsthoroughly.Thecourse
has six modules and 18 units inall.

COURSE MATERIALS

The major components of materials and personnel for this course

are:
1. CourseGuide

2. StudyUnits

3. Textbooks

4. CDS

5. Tutor

6. Assignmentfile

7. PresentationSchedule.

8. At least an online platform such as moodle, easyclass etc., to

create an opportunity for tutor-students interaction. No matter
how minimal.

STUDY UNITS

The breakdown of the six modules and 18 study units are as follows:

MODULE I: THE SETTING OF OFFICE ORGANIZATION AND

MANAGEMENT

UNIT 1: The OfficeToday

UNIT 2: Trends in OfficeAutomation

UNIT 3: TheWorkstation

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UNIT 4: Types of Office Structure

MODULE 2: OFFICE LAYOUT AND SPACE MANAGEMENT

UNIT I: Principles of Office Layout

UNIT 2: The working Environment

MODULE 3:CONVENTIONALAND ELECTRONICMAIL

SERVICES

UNITI: Incoming Mail

UNIT 2: Outgoing Mail

UNIT 3: Types of Mail and Other Delivery Services

UNIT 4: The MailRoom

MODULE4:COMMUNICATIONANDRECORDS

MANAGEMENT

UNIT 1:Communication in Office Transactions

UNIT 2: Methods ofRecord Processing

UNIT 3: Classification of Filing Systems

UNIT 4: Systems of Filing and Indexing

MODULE 5: FORMS DESIGN AND DATA ENTRY

UNIT1: Forms and Forms Design

UNIT 2: Principles of Form Design

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MODULE 6: LEADERSHIP AND MOTIVATION AT WORK
UNIT 1: Meaning, Theories and Principles ofLeadership

Unit 2: Interpersonal Relationships at the Place of Work

REFERENCES AND OTHER RESOURCES

Every unit contains a list of references and further reading. Try as much as
you can to get the listed books and further reading materials. You are also
expected to approach the internet for further related reading materials. This
istowidenaswellasdeepenthedepthofunderstandingofthiscourse.

ASSIGNMENT FILE
You will find in this file all the details of the assignments you must attempt
and submit to your tutor for marking. The marks you will obtain from these
assignments will count towards your final course grade. You will find further
information on the assignments in the assignment file which you will find
later in the section on assignment in this CourseGuide.

PRESENTATION SCHEDULE
The presentation schedule which is included in your course materials gives
you the important dates for the completion of tutor-marked assignments and
for attendance of tutorials. Remember, you are required to submit all your
assignments on due dates. You should guard against falling behind in your
work.

ASSESSMENT
Your assessment will be based on tutor-marked assignments (TMAs) and a
final examination which you will write at the end of the course.

TUTOR MARKED ASSIGNMENTS (TMA)

Every unit contains at least one or twoassignments. You are advised to work
through all the assignments and submit them for assessment. Your tutor will
assess the assignments and select four, which will be marked and the best
three will be selected which will constitute 30% of your final grade. The
tutor-marked assignments may be presented to you in a separate file. Just
know that for every unit there are some tutor-marked assignments for you. It
is important you do them and submit forassessment.

FINAL EXAMINATION AND GRADING

At the end of the course, you will write a final examination which will
constitute 70% of your final grade. In the examination which shall last for

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two hours, you will be requested to answer three questions out of at least
five questions that may be given to you.

COURSE MARKING SCHEME

This table shows how the actual course marking is broken down.

Assessment Marks
Assignments Four assignments. Best three marks of
the four-count as 30% of course
marks
Final Examination 70% of overall course marks
Total 100% of course marks

HOW TO GET THE MOST FROM THIS COURSE

In distance learning, the study units replace the university lecture. This is one
of the great advantages of distance learning; you can read and work through
specially designed study materials at your own pace, and at a time and place
that suits you best. Think of it as reading the lecture instead of listening to the
lecture. In the same way, a lecturer might give you some reading to do, the
study units tell you when to read, and which are your text materials or set
books. You are provided exercises to do at appropriate points, just as a lecturer
might give you in-class an exercise. Each of the study units follows a common
format. The first item is an introduction to the subject matter of the unit, and
how a particular unit is integrated with the other units and the course as a
whole. Next to this is a set of learning outcomes. These learning outcomes let
you know what you should be able to do by the time you have completed the
unit. These learning outcomes are meant to guide your study. The moment a
unit is finished, you must go back and check whether you have achieved the
learning outcomes. If this is made a habit, then you will significantly improve
your chances of passing the course. The main body of the unit guides you
through the required reading from other sources. This will usually be either
from your set books or from a Reading section. The following is a practical
strategy for working through the course. If you run into any trouble, telephone
your tutor. Remember that your tutor’s job is to help you. When you need
assistance, do not hesitate to call and ask your tutor to provideit.
IN ADDITION TO THE FOLLOWING:
1. Read this course Guide thoroughly, it is your firstassignment
2. Organize a study schedule. Design a ‘Course Overview’ to guide you
through the Course. Note the time you are expected to spend on each
unit and how the assignments relate to the units.Importantinformation
e.g details of your tutorials and the date of the first day of the semester
is available from the study centre.

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You need togather all the information into one place, such as your diary or a
wall calendar. Whatever method you choose to use, you should decide on
and write in your own dates and schedule of work for each unit.
3. Once you have created your own study schedule, do everything to stay
faithful to it. The major reason that students fail is that they getbehind
with their course work. If you get into difficulties with your schedule,
please, let your tutor know before it is too late forhelp.
4. Turn to Unit 1, and read the introduction and the learning outcomes
for the unit.
5. Work through the unit. As you work through the unit, you will know
what sources to consult for furtherinformation.
6. Keep in touch with your study centre. Up-to-date course information
will be continuously availablethere.
7. Assemble the materials. You will need your set books and the unit
you are studying at any point intime.
8. Well before the relevant due dates (about 4 weeks before due dates);
keep in mind that you will learn a lot by doing the assignment
carefully. They have been designed to help you meet the learning
outcomes of the course and, therefore, will help you pass the
examination. Submit all assignments not late than the duedate.
9. Review the learning outcomes for each study unit to confirm that you
have achieved them. If you feel that you are not sure about any of the
learning outcomes, review the study materials or consult yourtutor.
10. When you are confident that you have achieved a unit’s learning
outcomes, you can start on the next unit. Proceed unit by unit through
the course and try to pace your study so that you keep yourself on
schedule.
11. When you have submitted an assignment to your tutor for marking, do
not wait for its return before starting on the next unit. Keep to your
schedule. When the Assignment is returned, pay particular attention
to your tutor’s comments, both on the tutor—marked assignment form
and also the written comments on the ordinary assignments.
12. After completing the last unit, review the course and prepare yourself
for the final examination. Check that you have achieved the unit
learning outcomes (listed in the CourseGuide).

TUTORS AND TUTORIALS

The dates, time and locations of these tutorials will be made available to you,
together with the name, telephone number and the address of your tutor. Each
assignment will be marked by your tutor. Pay close attentionto

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the comments your tut or might make on your assignments as these will help
in your progress. Make sure that assignments reach your tutor on or before
the due date.

Your tutorials are important, therefore, try not to skip any. It is an opportunity
to meet your tutor and your fellow students. It is also an opportunity to get the
help of your tutor and discuss any difficulties you might have encountered
during the course of your reading.

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Table of Content

MODULE I:THE SETTING OF OFFICE ORGANIZATION AND

MANAGEMENT…...…………………………….....12
UNIT 1: The Office Today…………………………………………12
UNIT 2:Trends in Office Automation…………………………..…23
UNIT 3: The Workstation…………………………………………..28
UNIT 4: Types of Office Structure……..…………………………..32
MODULE 2: OFFICE LAYOUT AND SPACE MANAGEMENT….52
UNIT I: Principles of Office Layout………………………………..52
UNIT 2:The working Environment………………………………..60
MODULE 3: CONVENTIONAL AND ELECTRONIC MAIL
SERVICES………………………………………………72
UNIT 1: IncomingMail…………………………………………….72
UNIT 2: Outgoing Mail…………………………………………….79
UNIT 3: Types of Mail and Other Delivery Services……………...86
UNIT 4: The Mail Room………………………………………….92
MODULE 4: COMMUNICATION AND RECORDS
MANAGEMENT…………………………………….97
UNIT 1: Communication in Office Transactions…………………..97
UNIT 2: Methods of Record Processing………………………….105
UNIT 3: Classification of Filing Systems…………………………109
UNIT 4: Systems of Filing and Indexing………………………….124
MODULE 5: FORMS DESIGN AND DATA ENTRY…………….136
UNIT1: Forms and Forms Design……………………………..…136
UNIT 2: Principles of Form Design……………………………….142
MODULE 6: LEADERSHIP AND MOTIVATION AT WORK ….149
UNIT 1: Meaning, Theories and Principles of Leadership……….149
Unit 2: Interpersonal Relationships at the Place of Work………...159
SUGGESTED ANSWERS TO SELF-ASSESSMENT
QUESTIONS……………..169

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MODULE1: THESETTINGOF OFFICEORGANIZATIONAND
MANAGEMENT

INTRODUCTION

This module is intended to introduce you, the student, to the nature of modern
office organizations. You will be expected to study the impact of information
and communication technologyon modern office, automation of the office, the
design of workstations and the organizational structure of business
enterprises, particularly the office aspect.

UNIT1: THE OFFICE TODAY

CONTENT
1.0 Introduction
2.0 Learning outcomes
3.0 Main content
4.0 Conclusion
5.0 Summary
6.0 Tutor-marked Assignment
7.0 References

1.0 INTRODUCTION

Compared to the office of the 19th and mid-20th century, when shorthand,
manual typewriters, writing with the quill feathers and bookkeeping were the
dominant features of office functions, change in technology has progressively
changed the phase of office functions. Consequently, the office functions of
today are being changed by a new range of information and communication
technology gadgets such as the computer, and the electronic mailsystems.

The course you are about to study, office organization and management, is
intended to introduce you to the modern trends and practices in modern-day
office organizations. In doing so, we shall draw ideas from various aspects of
business disciplines such as management, accounting, and information and
communication technology to enhance your performance as office manager.
In this first unit of ModuleI, you will be expected to be able to define an office
and office management, know the different types of offices and their functions
as well as the activities that are being carried out in the different office
departments. You will be expected to recognize thekeyimpact on the running
of the various

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2.0 LEARNING OUTCOMES

As indicated in the introduction, at the end of this unit yoube ableto:

i) Define an office, office management andorganization

ii) Recognize the different types ofoffices
iii) Explain how officesfunction
iv) Recognize the functions of various officedepartments
v) Identify the key role players in largeorganizations

3.0 MAINCONTENTS

3.1 DEFINITION OF OFFICE, OFFICE MANAGEMENT AND

ORGANISATION
Offices are generally defined in terms of functions. Thus, we shall define an
office simply as a particular room or building set aside within an organization
for the purpose of performing various clerical transactions which may range
from financial, personnel, legal, medical, record keeping, to information and
dataprocessing.
If you look at this definition carefully, you will discover that office is the
administrative centre of business. The purpose of an office has been defined
as the provision of a service of communication and record (Mills &
Standingford, 1962). The Office is in many respects the brain of a business
organization. The office is that part of the organization which is devoted to
the direction and co-ordination of its various activities. The modern office is
what the brain is to the human body.
Office management: This is concerned with the rational use of organizational
resources, human and material, for the purpose of achieving
practicalresults.Office management refers to the process of planning,
organizing, guiding, communicating, directing, coordinating and controlling
the activities of a group of people who are working to achieve objectives of
the organization efficiently.
Office organization, as a subset of office management, is concerned with the
conscious coordination of organizational units such as officescomprising two
or more people that function on a relatively continuous basis to achieve the
departmental or the overall organizationalgoals.
3.2 TYPES OFOFFICES
The types of offices are determined by the type of business or services which
they offer or render to their customers or clients. Again,some offices are large
while some are small. In production firms such as manufacturing, the office is
meant to support the organization in its major task of production. In business
firms such as banking, insurance, and government establishments, the office
provides supportingservices.

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While individual organizations may have certain peculiar procedures, the
fact remains that some office rules and procedures are common to most
organizations. For instance, you may wish to think of how life would look
like in an organization where information processingand record keeping
are not done. Another point you should note is that the size of an office is
determined by the type of function itperforms.

KEY CONCEPT
An office is a room or building in an organization which is set
aside for performing specific organizational tasks which may
range from accounting, personnel, legal, record keeping to
information and data processing. The office is the administrative
centre of a business.

KEY CONCEPT
Office management is the process of planning, organizing,
guiding, communicating, directing, coordinating and controlling
the activities of a group of people who are working to achieve
objectives of the organization efficiently.

Office organization: as a subset of office management is

concerned with the conscious coordination of organizational
units such as offices (comprising two or move members) that
function on a relatively continuous basis to achieve the
departmental or the overall goal of the organization.

3.3 FUNCTIONS OF ANOFFICE

An office is created to support public sector organizations such as
government establishments, and institutions such as schools and hospitals,
and private sector organizations such as manufacturing, and service firmsby
recording and providing information. Such information may be handled by
an office in ways appropriate to the objectives of the organizations. The
functions of a modern office can broadly be classified into two
namelySharma (2017):
I. Basic functions (or routine functions); and
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II. Administrative management functions.
I. Basic Functions
According to Terry, “the acts of collecting, processing, storing and
distributing information comprise the basic functions of the office”.
The basic functions of an office may be analysed under the following
headings:
1. Receiving Information: Information relating to the activities of an
organisation may be received from a variety of sources, which may be
internal sources or external sources. From internal sources, information
may be received from various departments, sections or divisions of the
organisation. From external sources, it may be received from suppliers,
customers, visitors, other organisations, government departments.
2. Recording Information: The object of keeping records is to make
information readily available to the management, whenever required. For
this purpose, the information that is received, is converted into some form
of written record. The records normally kept in a business office include
financial and cost accounts, orders, progress of work, hours worked by
employees, correspondence, etc.
3. Arranging Information: The information accumulated by an office is
rarely in the form in which it is given out; facts have to be gathered from
various sources and calculations, tabulations, etc., may have to be made.
4. Giving Information: An office furnishes information from its records as
and when it is required by the management.
II. Administrative Management Functions
Apart from the basic functions of an office, there are certain administrative
management functions which have to be performed for the smooth
functioning of the office. These functions are outlined as follows:
1. Management Functions: For the efficient functioning of an office, the
management functions include:
(a) Planning;
(b) Organising;
(c) Staffing;
(d) Directing;
(e) Communicating;
(f) Controlling;
(g) Coordinating;
(h) Motivating.
Office work has to be properly planned and then organised and executed
according to the plan. A proper control must be exercised over office
activities, and the affairs of the different individuals and departments in
the organisation must be coordinated.

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 2. Public Relations Function: An office has not only to maintain cordial
relations with other departments in the organisation but also with outsiders.
It has, therefore, to perform public relations function as well. Good public
relations enhance the reputation and goodwill of the organisation.
3. Instituting Office Systems and Routines: A system may be regarded as a
planned approach to the attainment of desired objectives. An office routine
may be defined as a series of steps in the performance of Office Work, each
step in the series being performed in the same order and in the same way
every time.
4. Retention of Records: Office records include correspondence, letters,
invoices, orders. financial and cost records, reports, statistical records,
minutes, etc. These records have to be retained for future reference.
5. Safeguarding Assets: It is the function of an office to safeguard the assets
of the organisation, which may be fixed assets like building, plant,
machinery, office equipment, lighting and air-conditioning equipment; or
which may be movable assets like furniture, typewriters, calculating or
accounting machines, equipment of various types; or which may be in the
form of cash, title deeds, securities, records and documents, etc.
7. Stationery and Supplies Control: Office Work requires the supply of
office stationery of suitable quality and in adequate quantity. It is the duty
of the office to carefully procure and maintain an adequate supply of
stationery items.
8. Selection and Purchase of Office Appliances: Office Work also requires
adequate equipment and machines — furniture, fixtures, telephones,
intercom systems, Dictaphones, calculators, accounting machines, filing
cabinets and drawers, typewriters, duplicators, (and, in some cases,
computers), etc. It is the duty of the Office Manager to purchase the right
type of machines, equipment or furniture (according to the requirements of
the office), and also to maintain these in efficient working order.
9. Personnel Function: The efficiency of an Office depends on the personnel
manning of it. The personnel should be scientifically recruited and trained,
and assigned work after a proper appraisal. The personnel function is
performed by the personnel department, which is generally assisted by the
office.

3.4 DEPARTMENTS AND THEIRACTIVITIES

As an office manager, you need to know the various departments which

office functions are performed, particularly in large organizations. A brief
description of the functions of the departments follows:

i) Sales Department: The work of sales department is very critical for those
organizations whose survival depend on the volume of profit they get from
their transactions. The organizationofthesales department remains a major
responsibility of the sales manager. On the other hand, sales departments

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are responsible for ensuring that stores departments pack and label goods
ordered by customers. Where the goods are not available, the production
department is asked to make the goods. When the goods are finally
delivered to the customer, the sales department arranges for an invoice to
be issued, and advises the finance (or accounts) department of the amount
the customer would have to pay. The role of clerical workers in the sales
department includes sending out catalogues and price lists to customers
and processing invoices. The sales department also has the responsibility
of dealing with customers’complaints.
ii) Stores Department: This department is responsible forpackaging
and labelling the goods for the customers. It arranges with the
dispatch department for delivery of goods to thecustomers.
iii) Production Department: This department is responsible for the
factory which goods are manufactured and sold by the firm. A work
manager is usually indirect control of the factory, while the factory
office acts as a link between the factory and all otherdepartments.
Where materials are required, these are ordered through the
purchasing department
iv) Purchasing Department: This arranges for the supply of materials
and services on request from otherdepartments.
v) Accounts Department: The accounts department is headed by a
chief accountant who has other accounts and clerical staff under
him. The department keeps the records of purchases and sales of
other departments. It pays suppliers and ensures that payments are
received from the customers. The department ensures that the
accounts of the firm are audited at regular intervals, quarterly or
yearly.
Other functions of the accounts department include the payment of
staff salaries and wages.
vi) The Personnel Department: the main duties that are performed by
the personnel department cover the followingareas:
- Advertising and staffpromotion;
- Staff training andpromotion;
- Transfer of staff within and branches of theorganization;
- Keeping of staffrecords;
- Handling of staffwelfare;
- Organizing negotiation with theunions;
- Handlingdisciplinarymatterswhichmayinclude suspension
anddismissals;
- Handling social events and public relation matters for the
organization.

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vii) Transport Department: Most large organizations have transport
departments. In public organizations such as the civil service and
academic institutions, the transport manager is responsible for the
distribution of vehicles to key officers, and forvarious manufacturing
and service delivery firms, it is the responsibility of transport
managers to ensure that goods manufactured or ordered by the firm
are delivered to their customers. The transport department is equally
responsible for the repairs, maintenance and maintaining inventory
of the vehicles and plants of theorganization.

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Table M1.1: ORGANIZATIONAL CHART OF DEPARTMENTS OF A BUSINESS ORGANIZATION

CHAIRMAN
BOARD OF DIRECTORS
MANAGING DIRECTOR

PRODUCTION SALES ACCOUNTS PURCHASING PERSONNEL LEGAL

DEPT. DEPT. DEPT. DEPT. DEPT. DEPT.

PRODUCTION SALES CHIEF PURCHASING CHIEF COMPANY

MANAGER MANAGER ACCOUNTANTS MANAGER PERSONNEL SECRETARY

FACTORY SALES CASH PURCHASINGRECRUITMENT LEGAL

PRODUCTION PROMOTION FLOW MATTERS

MARKET WAGES AND STOCK WELFARE INSURANCE

FACTORY
RESEARCH SALARIES CONTROL
PRODUCTION

TRAINING OFFICE
FACTORY ADVERTISING &PROMOTION SERVICES
OFFICE 19
 STUDENT SELF ASSESSMENT TEST
Visit any office and answer questions 1 and 2
1. Explain what determines the roles of offices in the organizations you
have been to.
2. What are peculiar about the activities of the following departments:
sales department, stores department; andpurchasing department?
1. 3. An office performs other functions apart from the basic functions,
2. explain these functions.

3.5 KEY PEOPLE IN ANOFFICE

In every business or other formal organizations, there are key officers or

what we call top management whose roles affect the way the organization
is run.
Thus, where an employee is in accounting or personnel department, his/her
performance can be affected one way or the other by the decisions of key
people in the organization. Indeed, it is pertinent to mention the role of
these key role players for the purpose of those in office management.
Let me briefly discuss the positions of these officers before concluding this
unit. These are Company Chairman, Board of Directors, Managing
Director, and Companysecretary.
The Chairman: The Chairman is the most senior and important member of
the board of directors, in government parastatal, he along with other board
members is appointed by the government. Inprivate organizations, he is
elected by the board, sometimes owing to his commanding shares-as in
commercial banks,he along with other board members is appointed by the
government.
- The Chairman represents the firm (on behalf of the shareholders) outside
the firm. He chairs the meetings of the board of director; presents annual
reports on the firm’s progress to the board of directors. The chairman
depends on his fellow directors for advice on the direction of
theorganization.
- Board of Directors: members of the board of an organization work hand in
hand with the chairman toensure smooth running of the organization. In
some organizations, the board assigns their members to oversee the
functions of particular sections of the organization, for instance personnel,
sales, and production departments. The board members are also
responsible to the board of directors and have to accept the boarddecision.

Managing Director: One major responsibility of the managing director is to

see that the board’s decisions are carried out. To achieve this, he/she has to
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work closely with the chairman. The managing director, therefore, has to
work closely with the managers or executives of the various departments in
order to keep abreast of how the organization is being run. It is through the
managing director that important matters are passed on to the board for
discussion anddecision.

4.0 CONCLUSION
In reading through the main content of this unit, the conclusion to be drawn
is that having set the stage of the course by defining the key concepts and
providing the background upon which the course is based, the interest of
thestudentswillbe arousedandretainedthroughoutthecourseas a whole.

5.0 SUMMARY

In this unit we have defined three concepts, namely, office management and
office organization as the bases for understanding what the course is about.
We did also differentiate between large and small organizations, but have
indicated that in general, all offices tend to perform common functions such
as filing and documentation of information.

The functions of various departments such as production, personnel,

accounts, sales, stores, purchase and transportation have been duly
discussed. The roles of key offices and their holders, namely, board
chairman, directors, company secretary and managing director have also
been discussed; every student should ensure that the unit is read carefully
for clearunderstanding.
6.0 TUTOR-MARKEDASSIGNMENT
1. What is the relationship between office management and office
organization?
2. What clerical functions are donein?
a) Productiondepartment
b) PersonneldepartmentAccount
3) Whatistheroleoftheboardofdirectorsinagovernmentparastatal?
4) What are the main functions of the managingdirector?
5) Explain any 10 office management functions

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7.0 REFERENCE/BIBLIOGRAPHY

Sharma, J.K (2017). Fundamentals of Modern Office Management.

Odisha. Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Amadin, M.S. (2004) Modern office practice-Benin City: In print services

Ekpenyong, L.E (2004).OfficeManagement(Unpub.Monograph

Series)Faculty of Education. Univ. ofBenin

Mills, G & Standingford, O. (1962). Office Organisation and Methods.UK.

Pitman Publishing Co.

Needham,D., &Dransfield,R., (1990). BusinessStudies.McGraw-Hill

Book. London.

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UNIT 2: OFFICE AUTOMATION

CONTENT
1.0 Introduction
2.0 Learning Outcomes
3.0 Maincontent
4.0 Conclusion
5.0 Summary
6.0 Tutor-markedAssignment
7.0 References

1.0 INTRODUCTION
What is referred to automation and in particular office automation can best
be understood when we take into consideration what happens at every stage
of technology or method of doing office work or business transactions. For
instance, the evolution of invention of office machines from manual to
electric typewriters, electric to electronic typewriters, and from the latter to
the modern computers with word processors, have in no small way changed
the way office businesses are being conducted today. On the other hand, the
current stage of development of telecommunication technology from simple
diallingtelephone, to push-button type to the present mobile system
indicates an evolutionary trend. As business education students, it is
important for you to note the trend in each area of office work, in or to
appreciate the impact of automation on officefunctions.

2.0 LEARNING OUTCOMES

At the end of this unit you should be able to:
1) describe the impact of officeautomation
2) Explain on-site electronicoffice
3) Explain remote (electronic)office
4) Organize theworkstation

3.0 MAINCONTENT
3.1 OFFICEAUTOMATION
Office automation is a widely used term today. It generally means the
application of computer and communication technology to improve the
productivity of "knowledge workers". Office automation refers to the use of
sophisticated electronic equipment and communication systems to carry out
"electronic tasks". The tasks include:
- Text processing,
- Data processing,
- Information storage,
- Information retrieval and updating,
- Message distribution,

23
- Document transmission and reproduction,
- Teleconferencing.
Office automation is a process that involves people, procedure and
technology.Office automation involves the use of computers, in
conjunction with other electronic-equipment to automate the basic
secretarial and clerical tasks of the office.

Technology is used here to refer to

“Any skill or method of doing by which any physical equipment, or

apparatus such asmachine….or
by which a systematic process…is used tomodify, change, reproduce
or create a new product or information, is technology
(Ekpenyong,2008)”.

Office technology, therefore, involves the use of new inventions or devices

in an office to transform or change the process of office work. It is this
rapid change in the technology of office work through the use of machines
to do the work that was previously done by hand that explains what we call
office automation. In other words, the use of machines such as computers,
electronic mail system, among others, is calledautomation.

3.2 THE IMPACT OF OFFICEAUTOMATION

The introduction of automation has impacted or influenced the way office

functions are being performed today. In offices where secretarial or office
technology and management functions have become automated, the
secretaries are now spending more office hours on managing the various
technologies than being engaged in manual tasks. You would observe that
in highly automated offices, calls on virtually all matters are programmed
to be answered by the telephone, thereby, allowing the secretary time to
handle other challenging matters. In the same vein, executives now do
some of their keyboarding and electronic filing. Rather than leaving the
task of transmitting their messages to their secretaries, Chief executives
now do so by themselves. On the other hand, an executive can pick up his
phone messages from a voice mailsystem.

You should note, and as will be explained later, technology has greatly
affected the secretarial profession not only in Nigeria but world-overand has
changed how other office staff are functioning now when compared with
the past.

24
3.3 THE VIRTUAL OFFICE
A Virtual Office is an integrated suite of applications that are accessed via
the internet and available 24/7. The 18 applications include calendar,
address book, webmail, etc., and can also synchronize with PDA or Phone.
One can receive agenda by SMS/Text Message everyday and send
SMS/Text Message right out of Virtual Office. One may access the Virtual
Office even from a pocket PC or mobile phone.
A Virtual Office may be created by an individual or maybe opened up to a
group of employees, colleagues, vendors or anyone else within or outside
the business. One can decide as to who joins, what to share and who can
share what. Anyone who has access to the Internet has access to the Virtual
Office if allowed.
The on-line office does not have bulky filing cabinets and restrictive walls.
Unlike, the conventional office, one can enter (access) the on-site office
from any computer terminal that has a telephone line and a modern. In
fact,the terminal can be in one’s home, a personal office or a hotel. The
important thing is for you to have your personal access number at a
computer terminal and call up any information you may wish to work with.
In other words, in this type of office, you do not need an office boy or any
other authorized person to come and open the office for youto enter.

If you want to access information on your electronic mail or ‘in a basket’,

you would only need to press a button or key and the computer screen would
list its contents, e.g. mail, telephone messages, reminders for meetings, to
mention but a few. You can also pass on the information which others in
your organization need to work with to them since every other worker in the
organization has a workstation (desktopterminals).

In fact, in this type of office environment, a worker can call up anelectronic

calendar to fix or confirm dates of meetings; arrange travel itineraries or
information on any matter important to him/her.

The on-site office, for now, remains the exclusive pressure of

technologically advanced economies. However, Nigerian multinational
organizations such as the NNPC, Chevron and research institutes and
university libraries have since gradually developed the capacity for on-site
offices in order to improve theirefficiency.

25
Advantages of Virtual Office
The advantages of working from a Virtual Office may seem obvious,
such as:
— More freedom, more flexibility
— Opportunity to operate from anywhere, e.g., home, airport, train, etc
— Time saved (plus savings on Petrol, etc.) in commuting to an office.
— Reduced stress benefits
— A more relaxing work environment.
— More opportunities to hire part-time or contract workers.
Disadvantages Include:
— Lack of face-to-face communication
— Technical difficulties in communication or managing work progress.
— Feelings of disassociation among employees.
— Lack of support - both administrative and managerial.

3.4 THE REMOTEOFFICE

According to Houghton and Mifflin (1995), another development in office

technology is what is called “The Remote Office”. This type of office has
come about owing to the fact that computers, copiers, fax machines and
other office equipment have become cheaper, thereby enabling chief
executives and other workers to afford sophisticated office gadgets
including those on telecommunication in their homes. With this option,
chief executivesare ableto workfromtheirhomesorotherlocations.
Indications now are that secretaries, who work with the class of executives
above, tend to assume more managerial responsibilities, including decision
making on behalf of their chiefs.Secretaries on their part can use their own
computers and moderns to access the database in another location or city.
SELF ASSESSMENT TEST
Describe a) what Bit is in your own word
b) How may the term ‘technology’ be understood?

26
4.0 CONCLUSION

The change in electronic technology has significantly affected the way and
manner office work is being performed in modern offices, particularly in
technologically advanced countries of the world. The conclusion to be
drawn here is that if the Nigerian students of office studies have to measure
up to their counterparts in those countries, the quality and the equipment for
their training must be upgraded and updated to meet the challenges that the
innovations in the disciplineimposed.
5.0 SUMMARY;
This unit has discussed the developments in the area of office technology in
terms of office automation. The unit has also discussed the features of on-
site offices, particularly its emphasis on the use of computer terminals and
moderns to access information from the main computer centre or office
instead of using file cabinets and files to storeinformation.
The remote office has come about because the executives now have in their
homes similar office equipment such as fax machines, and relevant soft-
wares which are available in their office. These enable them to stay in their
offices or remote locations to perform some of the functions such as
meetingswhichtheycouldhavenormallyperformedin theiroffices.
6.0 TUTOR-MARKED ASSIGNMENT
1. Differentiatebetweenofficetechnologyandofficeautomation.
2. What are the basic differences between a conventional office and
electronicoffice?
3. Explain to your friend how an on-site office is different from the remote
office
4. How would you convince your boss to invest inavirtualoffice rather than
a conventionaloffice?

7.0 REFERENCES
Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House

Ekpenyong. L E (2008).Foundations of Technical &Vocational Education:

Evolution and Practice.
Ekpenyong, L E (2004) Office Management. (Unpub. Monograph Series)
Faculty of Education: Univ. of Benin

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

27
UNIT3: THE WORKSTATION CONTENT

1.0 Introduction
2.0 Objective
3.0 Maincontent
4.0 Conclusion
5.0 Summary
6.0 Tutor-markedAssignment
7.0 References

1.0 INTRODUCTION

One of the new concepts that have entered the electronic office vocabulary
is “Workstation”. Ordinary workstation means where people work.
However, to clarify the meaning and application of the term with
referenceto contemporary office practice, this unit has become necessary.
We shall devote this unit to the purpose of trying to understand what
constitutes workstation.

2.0 LEARNING OUTCOMES

After studying this unit, you should be to:

1. Explain the concept ofworkstation

2. Recognize the facilities that are needed for effective management of
workstations
3. Explain the type of organization needed to manage workstations in
electronicoffice
4. state the advantages ofworkstation

3.0 MAINCONTENT

3.1 CONCEPT OF THEWORKSTATION

When you walk into an office you will observe that the secretaries and
other office workers are seated and surrounded by a table on which there
is a computer and accessories such as the mouse and keyboard. You will
also observe that some of the work desks have beside or near them printers,
fax machinesandscannerswhichareinterconnectedtothesystem where the
CPU is located, thatisthecentral processing unit of the computer. This
environment which the secretary or computer personnel sits to perform his
work is referred to as “workstation”

28
 KEY CONCEPT
WORKSTATION: This comprises the entire computer and other
accessories which the secretary or office staff interfaces with and
utilizes to facilitate the performance of his work without having to
move from one section ofthe office or the other to have the work
done.

3.2 MANAGING THEWORKSTATION

Certain steps must be taken into consideration for the effective management
of your workstation. Apart from the telephone which should be connected
to your computer system, you must ensure that all necessary office supplies
are handy. These include a stapler, staple remover, paper- chips rubber
bands, writing materials, erasers cello-tapes, note papers, markers, erasers,
ink pads, date-stamps, diskettes calculators and roles of paper for
printing,etc. Other accessories include a good dictionary, for those who are
secretaries, a good secretarial handbook should be worth keeping, just as
telephone books should be kept handy. Above all, ensure that the source of
power supply isconstant.

The essence of keeping these accessories is to enable you to perform your

work smoothly and without any hindrance. Your system should be arranged
in such a way that you can receive or access information or send it out
without anydelay.

A system which would not allow you to access internet information or use
your fax machine instantly would be seen as having broken down.

3.3 STRUCTURING THE ELECTRONICOFFICE

To avoid a breakdown of the workstation or the system as a whole,emphasis
is being placed on decentralized rather than centralized electronic office.
A decentralized approach is recommended for offices where there are a few
stand-alone wordprocessors/computers, and individuals have no difficulty
in managing their workstations. With reference to office automation and
word processing, a centralized approach involves the application of shared-
logic (linked) workstation with several dump terminals which are linked to
one central processingunit.

29
 KEY POINTS
Standalone electronic office is one where a few computers are
distributed throughout the organization

KEY CONCEPT
In a purely automated office and work processing, a centralized
approach is used to allow and shared-logic set up with several
dump terminals to be linked to one central processing unit

Dump terminals are those computers which cannot be used until activated
through the central processing unit of a related source.
3.4 ADVANTAGES OFWORKSTATION
The organization of workstation is intended to provide the following
advantages:
i) It enables the user to sit on her work desk to execute all the office
functions which include reception, processing, and transmitting
information
ii) It allows for greater interface between the worker and machine and
between the worker (user) and the workenvironment.
The idea of workstation has come to emphasize the importance of a
compact work environment meant to improve worker efficiency and
productivity. The conclusion to bedrawn from the unit is that as
organizations come to appreciate the impact of office automation, the
idea and arrangement of workstations will become commonplace in
most organizations.
5.0 SUMMARY
This unit has explained the concept of workstation as the assemblage of
the computers and other related resources needed for the secretary or any
other user to perform his/her information or data processing duties without
having to leave his/her workenvironment.
Organization of workstations may be done centrally in case of
organizations with a central CPU. A decentralized approach is suitable for
small offices where there are only stand-alone computers of which what
people do in their workstations need not be
necessarilycoordinated.Theadvantages of workstations have also been
emphasized.

30
6.0 TUTOR-MARKED ASSIGNMENT

1. What do you understand byworkstation?

2. Differentiatebetweencentralizedanddecentralizedworkstation
3. What facilities do you classify as dumpterminals?
4. What advantages workstationshave?

7.0 REFERENCES

Bernstein, W; Powell, Loyd; McKusker, V. and Sherwood, Catherine

(1993) Merriam-Webster Secretarial Handbook. Merriam
Webster, Inc.

Houghton Mifflin Company (1995). The Professional Secretary,

Boston: Houghton and Mifflin Incor.

Ahukannnah, L, I; Akpomi, M, E; Ugoji, E, I; &Inyang, N.

(2009).Applied Information Process.Owerri: Eastern
Polytechnic publishers.

Sharma, J.K (2017). Fundamentals of Modern Office Management.

Odisha. Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

31
UNIT4: TYPESOFOFFICESTRUCTURE
CONTENT

1.0 Introduction
2.0 Learning Outcomes
3.0 Maincontent
4.0 Conclusion
5.0 Summary
6.0 Tutor-markedAssignment
7.0 References

1.0 INTRODUCTION

As a student of office organization and management, it is important that you

have basic knowledge of organizations, their types of ownership and how
they are structured. This should enable you to see the relationship between
how organization structure influences the structure of anoffice.

2.0 LEARNING OUTCOMES

At the end of this unit, you should be able to:

i) Identify State and private organizationalownership

ii) Differentiate between private companiesand personal ownership
iii) Identify three major traditional types of organizationpatterns
iv) Describe modern departmental structures (methods of organizing
work).

3.0 MAINCONTENT

3.1 TYPES OF ORGANIZATIONOWNERSHIP

As we indicated in unit I, office management is concerned with the rational

use of men and materials to obtain practical results. Formal organizations
have been variously described and classified, namely as a broad type of
connectivity, but the classification which has assumed particular importance
and application in modern industrial societies is “bureaucracy” (Parson,
1981). Bureaucracy is a type of organization structure which is based on
hierarchical arrangement of positions, and which management is based on
rules and regulations. Familiar examples include government departments,
business and industrial organization, academic and health institutions.

32
In a capitalist economy such as Nigeria, business organizations fall under
two levels of ownership - public or state and privateownership.
State Organizations: State organizations take the form of ministries and
department, each headed by a Permanent Secretary. Sometimes certain
aspects of policy-making are delegated to boards and committees. For
instance, the administration of schools is handled by the State Education
Board and Teachers Service Commissions which are agencies of the
Ministries of Education. Such boards are established by statute, as a rule.

Public Corporations in Nigeria are generally created by statute. They

produce goods and services such as electricity, water, transport services
e.g. Nigerian Airways and the Nigerian Railway Corporation. The services
produced by public corporations are sometimes highly subsidized by the
government because they are usually not able to sustainthemselves

3.2.1 PRIVATE OWNERSHIP

Private ownership may be either corporate or personal. This consists of

public and private companies which are also known as Joint-stock
companies. They may be incorporated in one of two ways, namely, by
statute (law) or byregistration.

Registered companies may be either public or private. Public companies

are different from public corporations. Public companies are owned by
shareholders, while public corporations are owned by Federal or State
governments. Before a company can be established, the Registrar of
companies must be informed of the proposed name of the company and its
business aims. If approval is given, the company must be constituted under
the Articles of Association in accordance with the Companies Acts. It has
to have a Certificate of Incorporation, which bears the Seal of the company.
This gives the company an identity of its own. The seal is used on all legal
documents to which the company is a party. Public companies require a
Trading Certificate in addition to Certificate of Incorporation. In Nigeria,
the responsibility for company registration is vested on Corporate Affairs
Commission.

Public companies, the shares of which are negotiable on the stock market
are of two types, Group of Companies and Individual Companies. A group
of companies consists of a holding company owning a numberof
companies, which produce goods or provide services. Theholdingcompany
may be purely financial, not itself producing anything, or it may

33
be a parent company which produces goods and services and at the same
time owns, either wholly or partly, subsidiary companies. If its ownership is
partial, the holding company owns the majority of the voting shares, the
remainder being held either by other subsidiary companies, units trust, etc.
The othertypeofpubliccompanyisasinglecompanywithnosubsidiary.

Private Company: This is normally owned by a small number of

shareholders-up to 50, and there must be at least two directors but not more
than seven. The shares are not available on the stock market. Private
companies may own subsidiaries.

Public companies are normally ‘limited’, private companies may be limited

or unlimited, though unlimited companies are rather rare these days.

Personal Ownership: This may be a partnership or single. A partnership

may consist of not fewer than 2 and not normally more than 20 owners.
Such a partnership does not have limited liability. In case of bankruptcy or
failure, of the company, the partners will be called upon to settle debts from
their own personalresources.

KEY CONCEPTS
Public companies are different from public corporations.
Public companies are owned by shareholders, while public
corporations are owned by the Federal or state government.

The types of organizational ownership are illustrated in FIG. M I. 4. FIG.

34
 M I. 4: Types of Business Ownership
OWNERSHIP

Public Private

Corporate Personal
. Federal State Public
Govt. Dept

Single
Public PrivatePartnership

3.3 TRADITIONAL ORGANIZATIONPATTERNS

There are three types of traditional oorganizationa1 pattern. These are:

i) The LineOrganization
ii) The Line and StaffOrganization
iii) The FunctionalOrganization

These patterns are referred to as traditional because they are not seriously
emphasized as they refer mainly to employees’ positions within the
organization hierarchy.

i) The LineOrganization

The Line Organization is characterized by direct lines of authority, with no

staff, advisory, or ancillary officers. This type of organizational structure
is hardly used except in very small organizations.

The table below shows a simple line organization chart. It shows the
authority of the chief executive over three co-equal officers. There are no
staff positions.

35
 FIG. MI. 4.2: LINE ORGANIZATION

CHIEF EXECUTIVE

Manager 1 Manager 2 Manager 3

Workman Workman Workman

Line organization has some advantages such as directness, simplicity, fixed

responsibility, unity of command, flexibility, economy, discipline, quick
decision, direct communication, coordination among others. It also has
disadvantages which include overloading, lack of specialization, lack of
initiative, etc.
ii) The Line and StaffOrganization:

The Line and Staff Organization pattern is more common. The main
difference between it and the Line Organization pattern is that it has both
advisory and staff positions that ‘are not’ links in the chain of command.
Fig.MI.4.4 depicts a typical line and staff organization structure. The
squares show the chain of command while the circled sections show the staff
relationships. This structure of organization has a number of
advantages,namely.

1) Clear-cut division of authority andresponsibility;

2) Greatstability
3) The basis for maintainingdiscipline.
4) It is based on planned specialization, particularly in
large organisations;
5) It makes for orderly administration, communication andcontrol.

36
 Fig.MI.4. 2 Line and Staff Organization

CHIEF EXECUTIVE Staff Assistant

PERSONNEL LEGAL ENGINEERING TRAFFIC

PLANT A PLANT B PLANT C

Some of the advantages of line and staff organizational structure include: use of the
expertise of staff specialists, span of control can be increased, relieves line authorities
of routine and specialized decisions, no need for all-round executives. Its
disadvantages are conflict between line and staff may still arise, staff officers may
resent their lack of authority, coordination between line and staff may become
difficult, committee Organisational Structure Features, it is formed for managing
certain problems/situations among others
iii. Functional OrganizationPattern
The ‘Functional’ organization pattern is the line and staff type with a
difference. The main difference between this and the former is that functional
specialists (or line officers, i.e., supervisors) at the lower levels report to staff
specialists at the higher levels, rather than reporting to the next lineofficers.

KEY CONCEPT
The main difference between functional and line and staff
organization is that in the former, functional specialists or
supervisor at the lower levels report primarily or partly to staff
specialists at the higher level, rather than reporting to the next line
officer

37
 Most large educational institutions adopt the functional organization
patterns.
The defect in the functional organizational pattern is that there is a tendency
to de-emphasize line positions and problems sometimes occur because of the
complexity of the interaction variables as well as frequent role ambiguity or
overlap. A formal organization that has many hierarchical levels is
commonly referred to as a ‘tall’ organization’ the one with few
verticallevels,butwitha widerspanofcontroliscalleda‘flat’organization.

Fig. MI.4.3: A functional organization pattern is shown in

CHIEF EXECUTIVE

(1)

(3)
1. Line

2. Staff

3. Functional

Staff

Advantages of functional organization pattern

1. In this type of organizational pattern, the general planning and

functions of the organization are handled byspecialists
2. The overall efficiency of the organization isemphasized

3. Employees have theopportunity to improve their talents, even as there

are opportunities for them to be trained for particular aspects of work.

38
5. Thereis roomforemployeestoworkunderspecialistsandtoreceive
expert supervision andadvice.
6. It facilitates mass production through specialization and stand-
ardization. A change can be introduced in this type of organization.
There is scope for expansion.
7. In a functional organisation, there is joint supervision of work. As
a result, functional control becomes more effective in comparison
with line or staff organisation.

Disadvantages: This method of work organization has declined due to

the fact that organizations can now employ more skilled persons to
perform specified functions of which expertise and no number is the
determining factor. On the other hand, people are becoming more
specialized in their different aspects of jobs thanbefore.It is also
complex and there will be a lack of coordination in some areas

Another reason or defect of this approach to enterprise organization is

that it can only be effectively used at the lower level of work- where
unskilled labour isnecessary.

3.4 TYPES OF MODERN DEPARTMENTALSTRUCTURE

The question that should readily come to your mind as a modern office
manager when considering the size of the organization and the people
in it is: How would the members of the organization be managed
without departmentalization? Some organizations have many large
populations of workers with varying functions, while some others also
have small populations with varied functions. It is through the process
of departmentalization that it has been possible to expand organizations
to fairly reasonableproportions.

The nature of business enterprise would normally determine the pattern

of its departmental structure. Some organizations are very large and
have varying functions, while some others are rather small and in
consequences have limited functions. Through the process of
departmentalization, an organization can expand its labour force to any
level it wishes to, without any serious problem. Although there are
various methods of arranging work, we are just going to treat these four
owing to their importance to officemanagement.

a) Departmentalization by Enterprisefunctions
b) Departmentalization byTerritory
c) Departmentalization by Productline
d) MatrixOrganization

39
3.4.1 Departmentalization by EnterpriseFunctions
A very common method of grouping activities in an enterprise is by its
functions, that is what the enterprise mainly does, namely, production which
involves the creation of utility; goods or services selling: suchasfinding
customers, patients, clients, students or communicants who are likely to
accept the goods or services at a given price; financing; including raising
and collecting, safeguarding and expanding of funds of the enterprise.
Even though these terms are often used in enterprises, there is no generally
acceptable terminology. The overriding factor is that the use of each of these
terms may be determined by the importance that an organization would
attach to a particular function. The fad that an organization such as a
hospital, church, or a legal chamber does not have a finance or specific
section of its activities under say, finance or sales, does not mean that they
do not carry out these activities, to a certainextent.
Why Prominence is given to the Three Departments
The reason why thee three departments, production, sales and finance are
often mentioned is that they are so obviously recognized and thoroughly
understood. These three departments often form the basic primary
organizational patterns and the life-wire of the entire organizational
enterprise. The primary level of an organization forms the first level of an
organisation below the chief executive. In grouping organisational
functions, therefore, these three functions always take primary positions
while other (minor) functions would be found anywhere below the
organisationalstructure.
Major and Derivative Functional Departments
The term ‘major department’ denotes a department with a large budget, large
workforce. Large budgets are employees are, however, independent of the
types of departmentalization. The major functional departments dare those
which perform their characteristic activities, namely production selling and
finance.
Since every organisation is involved in creating utility in goods or services,
exchanging this wealth at a price for purchasing power, and managing the
cash flow which results from these activities, every organization, therefore,
needs persons for production, sales financing functions among others.
Though not every organisation would use these terms, a school system is
engaged in the production of educational services, attracts students, and
finances its operations. A medical practitioner offers service to his patients
at a fee, lawyers, accountants offer their services at a price. The fact that
these services are not classified under thethree well-known departmental
functions does not mean they are strictly different from those of large
businessorganizations.

40
Sometimes the heads of major functional departments find that their span
of management is too broad. If a production department which has been
controlled by one manager has increased responsibility as a result of
expansion, an aspect of its functions such as purchase may be exercised
and handed over to a purchasing agent. This new unit would be carrying
out the duties of a ‘derivative functional department’. The following chart
suggests an example of grouping of functional activities into
derivativedepartments.

41
 Fig. MI.4.4 A TYPICALFUNCTIONALORGANIZATONGROUPING

Chairman

Assistant of Personnel
Chairman

Production
Marketing Engineering Finance

Production
Market Engineering Finance Planning
Research Administration

Industrial
Preliminary Budget
Market
Design
Planning

Advertising & Electrical Production

Promotion Engineering Engineering General
Accounting

Mechanical Purchasing Cost

Sales Engineering Accounting
Administration
Tooling

Hydraulic Statistics & Data

Engineering Processing

Packaging
Sale

Quality
Control

42
Advantages of Functional Department

1) Logical reflection offunctions

2) Follows theprinciple of occupationalspecialization
3) Maintains power and prestige of majorfunctions
4) Simplifiestraining
5) Means of tight control at thetop.

Disadvantages

1) Responsibility for profits at the toponly

2) Overspecialization and narrowing of viewpoints of keypersonnel.
3) Limits development of generalmanagers
4) Reduces co-ordination betweenfunctions
5) Makes economic growth of thecompany as a systemdifficult.

3.4.2 Departmentalization byTerritory:

In some large enterprises, departmentalisation by territory appears the best and

most logical approach to organizing. In Nigeria, a number of enterprises such
as PHCN, NIPOST, NTA, and some Commercial Banks such as Union and
First Banks respond to departmentalisation by territory. The operating
principle behind this method of organizing is that all activities in a given area
or territory should be grouped and assigned to a manager or
territorialcontroller.

Large departmental stores may also use territorial departmentalisation in its

operation. For instance, one security guard may be stationed at the west and
another one at the eastern end of the store. Floorwalkers may also be assigned
on this basis.

Government ministries and school management boards also adopt this method
of departmentalization- this is when schools in different parts of a state, e.g.
Benueand Niger, are placed under zonal supervisors who are to control the
staff and take decisions on issues affecting the general school administration
in thezone.

43
Reasons for Departmentalization by Territory

Somereasonsareusuallyadvancedforadoptingthismodelofdepartmentalizatio
n, but it must be borne in mind that it is not all these reasons such as poor or
slow communication is good enough in view of the current advances inICT.

The need for prompt action also calls for territorial departmentalization; in
other words, local officers will be promptedin taking decisions on matters that
affect a local branch. However, it is not unusual for action or decision to be
delayed at the central office.

Where an enterprise is grouped on area basis, and the different areas or

different organization methods differ from those at the head office, this
difference in approach can create management problem for the organisation
as a whole.

Positive Reasons:
1) Territorial departmentalisation becomes appropriate if the intention is
to encourage local participation in decision making and to take
advantage of localisedoperation.
2) Territorial departmentalisation would be advisable where a company
derives some of its essential product lines or makes a large profit froma
particularlocalitye.g.in the bankingandtransportbusiness.
3) Area grouping may be embarked upon where acompany wants to
employ the local workforce for its business, for, example, in sales
business; managers would prefer local employees who know the
locality where their operations are being carried out than outsiders.
4) Areas grouping enable local employees to direct their complaints to
their local managers rather than to the remote head office managers
who may not readily understand the peculiar problems of the
employees.
5) Area grouping may be adopted for economic reasons. For example, in
the petroleum industry all the plants are usually located where the raw
material is found rather than in, say Lagos. This is meant to reduce
operational or transportcost.
6) Area grouping is important since it is considered to provide a good
training ground formanagers.

An example of territorial departmentalization is shown on FIG

MI.4.5

44
 Table MI.4.5: Territorial Departmentalization

Chief Executive

Marketing Personnel Purchasing Finance

Northern Abuja Western Eastern

States State States

Advantages:

The following advantages are claimed for territorial grouping of

enterprises:

1) It enables responsibility to be placed at a lower level of theenterprise.

2) It enables emphasis to be placed on local markets andproblems.
3) It allows an enterprise to take advantage of the economies of local
operations.
4) It makes for effective coordination in a state orregion.
5) It allows for quick, better, and direct contact with the localinterests
6) It acts as the best starting or training ground for your managers and
employees.

Disadvantages:

The disadvantages may be listed as follows:

45
1) This method of enterprise organization requires more persons with
general managerialabilities.
2) It tends to make maintenance of economical central services
difficult.
3) It also creates problems of top managementcontrol.

3.4.3 DEPARTMENTALIZATION BY PRODUCTLINE

The grouping of enterprise activities by product lines is characteristic of large

production companies. This method of organization is said to be evolutionary
because, initially the enterprise was organised on a functional basis, but with
the growth of the firm, production managers, sales and services managers as
well as engineering executives encounteredtheproblem of size. The
managerial responsibility becomes too complex and the span of control
became too broad, thus giving rise to the creation of immediate subordinated-
manager positions. It was at this point that theorganisation on a product
lineemerged.

The organisation on product lines enables top management to delegate a

divisional executive extensive authority over the manufacturing, sales,
services and engineering functions that relate to a given product or product
line and to assign a certain degree of profit responsibility to each of such
managers.

Employment in Functional Areas:

Using product line or major product in grouping activities can be successful

in all functional areas except industrial relations and finance since these areas
require company-wide agreement. The centralization of authority over finance
enables top managers to economize in the use of very scarce resources and by
this means, hold the enterprises together.

In industrial relations, the organization must deal with a single national union
and especially with its national officers. It is important the organization be
centralized. This allows for the employment of skilled personnel or managers
to negotiate with and to makeauthoritative interpretations of the issues or
agreementreached.

Apart from the abovementioned functions, all other functions can be

successfully organized on a product basis. Some motor manufacturing
companies have their enterprises organized along product lines. For instance,
GeneralMotors,andother USA enterprises areorganizedalong product basis.

46
Thesegroupings include Buick,Cadillac and Chevrolet.
Customers report to merchandise managers on the basis of what they produce.
Organisations that produce, hospital equipment may be known or described
along such products e.g. Surgery and radiography departments.

Advantages:

The following advantages are claimed for this method of organisation.

1) Attention and effort are placed on theproductline

2) Responsibility for profit is placed at the divisionallevel.
3) It is easy to improve the coordination of different functions of the
units within theenterprise.
4) It provides a convenient training ground formanagers.
5) It allows for growth and diversity of products andservices.
6) Managers can become experts in their industry.
7) It makes the organization to be closer to customers.

Disadvantages:
1) This approach requires more persons with general managerial abilities.
2) It tendsto make Maintenance of economical central services difficult.
3) it presents an increased problem of top management control.
4) Duplication of functions.
5) Limited view of organizational goals.

47
 FIG MI. 4.6 Departmentalization by Product Lines

Managing Director

Marketing Personnel Purchasing Finance

Instrument Indicator Industrial Electronic

Division Light Div. Tools Div. Meter Div.

ENGINEERING Accounting Engineering Accounting

3.4.4 MATRIXORGANIZATION

Meaning andOrigin
Matrix Organisation is one interesting form of organisation, which is being
increasingly used in a number of complex organisations. It is sometimes
referred to as “Grid” organization”, ‘project’ or ‘product’ management.
However, it should be emphasized that pure or traditional product
management need not be seen as a matrix organisation. This type of
organizational design is used to establish a flexible and adaptable system of
resources and procedures to achieve a series of project objectives in record
time. Matrix organisation evolved from the development of aerospace
technology.Matrix departmentalization attempts to combine functional and
task force (project) departmentalization designs to improve the
synchronization of multiple components for a single activity (i.e., a moon
launch), to improve the economics of scale, and to better serve the customer
and company.

48
Characteristics:
1) Matrix organization system may also be regarded as a coordinated system
of relationships. For instance, it illustrates theco-ordinated system of
relationships among the functions essential to highly specialized goods
and services.For more details see BED 306by Ekpenyong/NOUN. See
also the Fig.
2) In a traditional divisional type of organization, the flow of work
progresses among individual or autonomous functional units of a specific
division. A divisional manager is responsible for the total programme of
work involvingthe products of his division.
The divisional manager, however, has similar responsibility in terms of
authority and accountability for the result of his division, but differences
do occur in the division of work performed and in the allocation of
authority or responsibility for the completion of work.
3) When work, which is performed by an operating division, is of a routine
nature or is a standardized product or service(s) with high volume, it
would not be necessary to adopt a matrix organization design. Since the
process is more or less routinized, the total work can flow through the
division with each functional unit or group adding its value and enhancing
the smooth completion of the work process.

However, when the work performed is for specific project contract a matrix
organization can be applied effectively. In real terms, theemphasis is placed
on the completion of specific projects namely, road construction project. New
projects may be added as a result of new contracts won by say theMarketing
Group. As projects are completed, they are deleted from the organization,
which is why matrix organization is regarded asfluid.

So,from the above statement, it is easy to see that a matrix type of organization
is built around specific projects. A manager is given authority, responsibility
and accountability for the completion of the project in accordance with the
time, cost, quality and quantity as specified in the project contract. The line
organization under this concept operates solely in a ‘support relationship’to
the project organization (see fig. in BED 306).

The project manager is assigned the number of personnel with essential

qualifications from the functional departments for the duration of the project.
The project organization is thus served by the manager and functional
personnel groups. Since he has the authority and responsibility for the
successful execution of the contract or project assigned to him, he also has
authority to reward personnel by way of promotions, salary increases and
other incentives. He can equally discipline or relieve personnel from the
functional group assignment. The functional group personnel normally return
to their functional departments for re-assignment or transfer to otherdivisions.

49
There are many variations of the project or product management in:
1) In some cases, the project or product manager has no authority to tell
any functional department to do anything. They may only be acting as
informationgatherersonhowtheirproject orproduct is proceeding and
reporting to a top executive when there are any significant variations
in the work plan. The problem with this method is that in case of any
problem, it is this man with no authority that is heldresponsible.
2) In some other cases, a grid or matrix may be drawn showing managers
who are in charge of functional departments and those in charge of
projects or products. This approach is intended to convey a pure case
ofdual command. But from observation, what has been happening is
that if anything goes wrong with a project or product it becomes
difficult for superior officers at the top to identify the source of it and
who to apportionblame.
Others types of Departmentalization structures or ways of organizing work
include the following:

1) Process or EquipmentDepartment
2) Service Department
3) CustomerDepartmentalization
4) Marketing-orientedDepartmentalization.
You may wishtorefertorelevantsourcesasindicated inthebibliography.

STUDENT SELF ASSESSMENT TEST

1. List the four common types of formal departmental
structure.

2. What do you understand by matrix organization?

4.0 CONCLUSION
This unit was intended to teach you various types of office structure. To do so
public and private enterprises and their types of ownership were identified.
From this knowledge and the knowledge ofdifferentorganizational patterns, it
may be concluded that you have acquired requisite knowledge and skills that
will enable you to identify the dynamics of the organizations which you may
work.

50
5.0 SUMMARY
In this unit, the main types of organizational ownership were treated. These
included public and private ownership under public ownership.
Federal and state government ministries and public corporations fall under
public ownership. Corporate, that is public-owned companies. E.g.
commercial banks and small and individual businesses fall under private
ownership. Three traditional organizational patterns, namely, line, line and
staff, and functional organization patterns have been identified and discussed.
Four modern types of departmentalization or methods of arranging work
include departmentalization by enterprise functions, departmentalization by
territory, departmentalization by product lines, and matrix organization.

The features, strengths and weaknesses of this organizational type have been
identified.

6.0 TUTOR-MARKED ASSIGNMENT:

1. Whatisthedifferencebetweenprivatecompaniesandpersonal ownership?
2. Listthreetypesoftraditionalorganizationpatternsanddescribethe second of
thembriefly.
3. Differentiate between state and private organizationalownership.
4. What are the main features of departmentalization by enterprise functions?

7.0 REFERENCES
Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.
Chand Publishing
Ekpenyong, L.E (2004) Office Management (unpub. Monograph services).
Faculty of Education. Univ. Of Benin.
Ekpenyong/National Open University (2009). Organization of Technical and
Vocational Education. Lagos: NOUN
Littlefield, C.L., Rachel, F.M., &Caruth, D.L. (1979) office and
Administrative Management. Englewood Cliffs: Prentice-Hall.
Certo, Samuel, C. (1980). Principles of Modern Management. Chicago:
William Brown Pub.

Parsons, Talcott (1981). ‘Social Systems’ in Grusky, O, and Miller, George,

(ed.). The Sociology of Organizations. New York: The Free Press.

51
MODULE 2: OFFICE LAYOUT AND SPACE MANAGEMENT

INTRODUCTION

This module is intended to introduce you to the principles of office layout and
space management. It discusses the environment of work in terms of location
of office organization as well as the human comfort and prestige within the
system.

UNIT 1: PRINCIPLES OF OFFICE LAYOUTAND

SPACEMANAGEMENT

CONTENT

1.0 Introduction
2.0 Learning Outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

As a very important aspect of office management, office layout has to do with

the arrangement of equipment within available floor space. On the other hand,
office space management involves the provision of space which
willallowformaximumproductivityataminimumcost.

2.0 LEARNING OUTCOMES

At the end of this unit, you should be able to:

1) State the objectives of officelayout

2) State the general principles of officelayout
3) State when to effect officelayout
4) State space requirement for officelayout
5) Explain when private offices for staff may beconsidered
6) Describe the criteria for maximum officeutilization
7) Assess effective workflow

52
3.0 MAIN CONTENT

OFFICE LAYOUT AND SPACE MANAGEMENT

Office layout means the systematic arrangement of office equipment,

machines and furniture and providing adequate space to office personnel for
regular performance of work with efficiency

3.1 OBJECTIVES OF OFFICELAYOUT

The objectives of office layout include the following:

1) To ensure effective workflow

2) To ensure proper utilization of space so that the spaces provided are
effectively used.
3) To be able to provide a comfortable work environment which brings
satisfaction to the employees.
4) To ensure that managers can supervise their team members in a better
way and with ease.
5) To favourable impression tocustomers andvisitors
6) Ample flexibility for varyneeds;
7) To ensure a balanced capacity of equipment and personnel at each
stage of the work.
8) To enable better communication between the team members.
9) To provide a safe working environment.

It is the responsibility of those in authority in an organization to see which of

these objectives would be most effective for their type of operation.
Equipment should be arranged to follow a straight line in such a way that it
allows minimum delay in the workflow.

3.2 PRINCIPLES OF OFFICELAYOUT

1) Work should flow continuously forward, as nearly as possible in a
straightline.While figuring out the workspace the distance between
movements of each task has also to be considered. Movements like
walking, carrying, pulling consumes time and energy. It causes
exhaustion thereby reducing effectiveness. Hence, distance has to be
reduced to minimize costs and energy.
2) Departments and divisions which have similar and related functions
should be placed near each other, to reduce traveltime.Placing the same
functional type of work together or closer to each other will help to
reduce time wastage.
3) Central service groups, such as stenographic pools, file rooms and data
processing units should be conveniently located near the department
and the employees who usethem
53
4) Furniture and equipment should be arranged in a straightlinesymmetry,
with theangular placement of desks and chairs reserved for supervisory personnel.
5) Space allowance should be adequate for work needs and
employees’ comfort.
6) Furniture and equipment of uniform size make for greater flexibility
and more uniformappearance.

7) Isles should be wide enough so that persons walking will not brush
against the desk and employees. Clear access to exit and fire escape
should beprovided. The design has to be such that it reduces the risk
of accidents or falls.
8) Employees ordinarily should face in the same direction, with
supervisors placed to the rear of workgroups.
9) Desks should be arranged so that no employee is compelled to face
an objectionablelight.
10) Units which utilize noisy equipment such as data processing
machines may need to be partitioned off to avoid disrupting other
units.
11) Employeeswhose work requires close concentration may justify
partial or full-lengthpartitions.
12) Units which have much contact with the public should be so located
in a way that they can be easily accessible to the public without
disturbing otherdepartments.
13) Keep from public view departments in which work isunnecessarily
untidy.
14) Provide suitable light and air-conditioning for allemployees.
15) Locatenecessaryprivateofficeswheretheyinterfereleast.As it is said
that information is very critical to any business, care needs to be
exercised to define a level of security and norms for workstations
processing data. Mainly the storage of confidential and sensitive data
has to be placed away from the main workspace and protected.
16) Consider personnel and equipment need both for the present and
future.

3.3 WHEN TO EFFECT OFFICELAYOUT

Office layout may be contemplated under the following conditions.

1) When changes in procedureoccur

2) When there are increases or decreases inpersonnel
3) When there is spaceinadequacy.

54
 Reviews may be done at two- or three-years interval.

3.3.1 Laying out theoffice:

Office layout may be done by planning or methods department, but where

there is none of these, the administrative manager will have to co-ordinate
layout plans for his organization, in which case some staff specialists may be
called upon to undertake the actual design and execution of the layout. It
would equally be beneficial to discuss the matter with other relevant heads of
departments and employees who may have some useful suggestions to offer.
In essence, office layout should be contemplated when there are changes in
the number of personnel required or when there are inadequacies in
thecurrentspace.

3.3.2 Procedures for office layout

1) Drawa roughsketchshowingtheshapeandsizeof floorspaceavailable
2) Prepare a blueprint of the availablearea.
3) Draw to scale the floorspace.
4) Make templates or models of physical items to be used in thespace.
5) Make a process chart and flowdiagram.
6) Determine the inter-relationship between equipment, information and
personnel in the flow of work.
7) Provide space to alter the design in future without causing much
inconvenience to the office operations.
8) The planner should consider the cost and operational aspects of the
organization.
9) Place the layout so derived before the all department heads,
supervisors and employees in order to get their approval.

3.4 SPACE REQUIREMENT FOR OFFICELAYOUT

The following list suggests space allowances which have been found helpful
in most situations.

75 – 80 square feet for a clerical worker

75 square feet for a chief clerk
100 square feet for a supervisor
130 square feet for a junior executive
200 square feet for a first-level executive
310 square feet for a Department head
400 square feet for a top executive
5 foot-width for main aisles
4 foot-width for secondary aisles.

55
 3.5 PRIVATEOFFICE

The private office denotes to small rooms where the office work is performed
by a small group of persons or a single person. These are small rooms
separated from similar other rooms. As a mark of prestige, private offices are
allotted to top executives like the chairman, vice-chairman, general manager
and Managing Directors. Small rooms are provided to those workers whose
work is confidential in nature and work require concentration of mind.The
extent to which private offices are provided to employees will depend on the
wishes and judgement of the management. Each case may have to be dealt
with separately. Among the questions which may be asked in deciding
whether or not to give an employee a private office are whether theofficer:

1) has a position of sufficient prestige to justify his/her, having a

privateoffice?
2) performs a workthatrequires a level of concentration which can best
be provided by a privateoffice?
3) performs a work that interferes with the workof others?

3.5.1 Disadvantages of Private Office

1) Supervisors do not have close contact which is possible in an
openoffice
2) Smoothanduninterruptedworkflowishardertoachieve.
3) More floor space isconsumed.
4) The problemofair-conditioningandlightingiscomplicated
becauseprevents in the process of free flow of work and free flow of
natural light because it emphasizes on the erection of barriers.
5) Private offices are moreexpensive.
3.6 CRITERIA FOR MAXIMUM SPACEUTILIZATION
There is no hard and fast rule about space utilization, but office planning
experts have indicated that a good office plan should:

1) Provide adequatelighting.
2) Provide acoustic soundproofing
3) Provide adequateventilation
4) Make minimum use of permanent and semi-permanentpartitions.
5) Maximize the use of available units offurniture.
6) Utilize space near the elevators and entrance for reception and
display.
7) Utilize upper space above file cabinets for storageshelves.
8) Eliminate private rooms for officers who may not needthem
9) Send dead or inactive files to the store orarchive
10) Emphasizeflexibility.

56
 STUDENT SELF ASSESSMENT TEST
1. When would you think of office layout in your small
business?
2. Who should initiate responsibility for office
layout?

3.7 TEST FOR WORKFLOW

Workflow is a visual diagram of a structured, predefined set of activities that
produce the desired result. Workflows can be a basic, sequential advancement
of steps, or a complex series of events that must occur in parallel with
specified dependencies, rules, and requirements. Once workflows are in place,
it is a simple process to optimize results.

Research findings have indicated the following rules should be maintained or

effective organization of workflow:

1) Check backtracking and crisis-crossing by charting layout tracing

workflowmakesprocess charts of dominant procedures involved in the floor
area under study, checking particularly the distance travelledandtime of delay
between operations. An alternative approach may be timing production steps
in the procedures and finding the difference.
2) Check bottlenecks by measuring thetotal productive capacity of workers
and equipment assigned to each operation in a procedure, then compare. A
simple ‘neck-chart, such as that presented in Fig.M2.1 can show out-of-
balance conditions and demonstrate that overall speed is limited by
thebottlenecks.

Fig. M2.1: Chart showing uneven space arrangement

80 40 60 25

3) Observe whether some workers are constantly pressed while others

frequently run out ofoffice.
4) Observe whether a very large percentage of workers are constantly on their
feet. An average of 10% is considered a suitable maximum for efficiency in
many offices.
57
 The implication, therefore, is that space should be well spared and suited to
job and employee needs. Cost and workflow consideration implies that
available spaces should be well utilized. Employee comfort and satisfaction
may be strongly influenced by layout. Ease of supervision may be affected by
the placement of the employees, by accessibility to related departments and
other layoutfactors.

Afavourableimpression oncustomersandvisitorsisofextreme importance

where outsiders see part or all of the officeareas.

Flexibility should be sufficient to permit ready altering of the layout when

justified by work needs or fluctuation in the volume ofwork.

Benefits of effective workflow

Workflows save time and certainly ensure transparency and reproducibility. They
also can do a lot more. Consider these ten benefits of incorporating workflows in
your project management.

1. Workflows reduce project risk. When a project is at risk, it elevates project

complexity and the number of team members can increase. Workflows can ensure
that there are decreased delays in the schedule. It can also be responsible for reducing
possible disputes and costs by limiting the need to redo work.
2. Effect organizational change. When a team works cohesively, it limits the need for
management to intervene on the business process side and can provide an improved
understanding of the workflow.
3. Implementing workflows can lead to process change. As part of developing a
workflow, businesses must scrutinize their current processes. This can lead to
improvements and optimizations.
4. Workflows give increased access to information. Critical processes may be reviewed
at every point, ensuring that there are no bottlenecks or issues. This oversight allows
project managers to determine how well the process is running from end-to-end.
5. Workflows delineate work responsibility to different people. Instead of your staff
being uncertain about whose responsibility it is to complete a task or where their
own duties lie, a workflow defines it for them.

4.0 CONCLUSION
The focus of this unit has been to discuss the objectives and principles of
office layout and management. We also discussed the space requirement
foroffice layout. Allotherprinciplesand factors influencing office layout,
spaceutilization,andeffectiveworkflowashave beendiscussed.The conclusion
from this unit is that office layout and space management play a vital role in
office maintenance and business success, of which the students should pay
particular attention.

58
5.0 SUMMARY
This unit discussed nine major subsections which touch on clarification of
objectives of office layout, principles of office layout and space management,
thespace required for the layout of an office, and when it may be necessary to
provide a private office for staff. The unit also discussed and explained to you
how best the usefulness of given office space could be maximized, how to test
for effective workflow, as well as the factors that are necessary to make a
conducive workingenvironment.
Finally, the factors likely to affect the design of office environment were
listed and explained.
6.0 TUTOR-MARKEDASSIGNMENT
1a) State at list five objectives of office layout and spacemanagement
b) State ten principles of officelayout
2a) When would you as a personnel manager consider a private office
for your personalsecretary?
b) What do you see as defective about privateoffice?
3) How would you test for work flow in the central working area of a
bank or a postoffice?
4. How may we ensure maximum space utilisationin a firm?

7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing
Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.
Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Ekpenyong, L.E (2004) Office Management (unpub. Monograph services).

Faculty of Education. Univ. Of Benin.

Haynes, B.P., (2008). The impact of office layout on productivity. Journal

ofFacilities Management6(3):189-201 Retrieved from
https://www.researchgate.net/publication/235280244_The_impact_of_
office_layout_on_productivity on 22/09/2019

Houghton Mifflin Company (1995). The Professional Secretary Handbook.

Boston: Houghton and Mifflin Company.

59
UNIT 2: THE WORKINGENVIRONMENT

CONTENT

1.0 Introduction
2.0 Learning Outcomes
3.0 MainContent
4.0 Conclusion
5.0 Summary
6.0 Tutor-MarkedAssignment
7.0 References/FurtherReadings

1.0 INTRODUCTION

In good organizational and management practice, the physical environment

where people work has continued to receive serious attention. The sight of a
well-lighted and furnished office with superb colour conditioning is certainly
bound to leave a permanent impression on the visitor and a sense of prestige
on the part of the worker. It is on the basis of this that the issue of the physical
environment should be seen as an important factor in the employee prestige
and psychologicalwell-being.

2.0 LEARNING OUTCOMES

Based on the introduction above at the end of this chapter you should be
able to:

1) Explain why the work environment should be designed to facilitate

the employees’comfort andprestige.
2) Discuss the physical factors that determine human comfort and
convenience in the workenvironment
3) List and discuss the principles which determine the location of a
form.
4) State objectives of office buildingspace.

3.0 MAINCONTENT

3.1 PRELIMINARYPRACTICE

First, before I present the main content of the topic to you, take your mind
back to a banking counter that you went recently to conduct your financial
transaction.

60
Second, recall a local government office that you went to visit your
friend,now compare the physical environments of the two.
What is your conclusion?

3.2 WHY THE WORKING ENVIRONMENT SHOULD

BEDESIGNED WITH THE EMPLOYEES’ COMFORTIN VIEW

As we said in our introduction, modern management thinking agrees that a

modern working environment should be designed in such a manner that it does
not only facilitate performance but also the employee’s comfort and prestige.
Thus, in various types of office buildings, effort should be made to design the
office interior in as attractive and dedicated manner as possible. However, it
has to be borne in mind that the design of office building is largely dependent
on the type of work carried in it, and by a consideration of the people who are
to work there and the customers who are to do businesstherein.

3.3 FACTORS WHICH DETERMINEHUMANCOMFORT

The following have been listed as the physical factors which determine human
comfort and convenience particularly in a working environment

1) Lighting
2) Colourconditioning
3) Air-conditioning
4) Soundconditioning
5) Musicconditioning
6) Furnishing

3.3.1 Lighting

When it is realized that every office work involves seeing activity, the
importance of good lighting becomes readily apparent. The role of an office
includes information gathering, arranging, storing and supplying information.
These functions, as we all know require the use of the eyes in working with
the hands. Hence to facilitate these rather demanding tasks, there hasto be the
right type of lighting, and the lighting has to be of the rightintensity.There are
two kinds of light that are available to the office: natural light and artificial
light. Natural light is a free resource that enters the office through window or
skylight, whereas artificial light is the kind of light which is produced and
designed by manufacturing.

The following have been found to be the specific benefits of good lighting in
anoffice:

61
1) Increased productivity (difficult to measure exactlyhow much)
2) Better workquality
3) Better employeemorale.
4) Reduction in eyestrain and mentalfatigue
5) Higher prestige for thefirm.

Conventionally, lighting is measured in toot candles. One candle indicates the

amount of direct light which is supposed to be present in one foot of a standard
candle.

3.3.2 Improved Quality ofWork

Work quality and neatness can be improved through the provision of
anacceptable standard of lighting. Where visual needs are not met errors are
more frequently committed, probably due in part to theinability of the worker
to see with sufficient exactness in inferior light and in part by eyestrain and
fatigue.

Reduction in Eyestrain and Mental Fatigue

Working at office tasks for a prolonged period under poor light causes
eyestrain and may also cause eyesight defects to develop or to worsen,
especially those who have to work-related with reading might have a serious
problem with their vision, which in turn may cause fatigue or eyestrain. More
energy must have also to be expended, which could result in increasedfatigue.

Better Employee Morale:

Improved morale is most likely to result when employees feel that
management is interested in their wellbeing and when the working
atmosphere is pleasant. Good lighting and good use of colour, which must
accompany good lighting, will go a long way to creating such an atmosphere.

Good morale, we should remember, has a number of advantages some of

which include higher productivity, reduced turnover, and lower absenteeism.
Higher grades of workers are also likely to be attracted to such
anestablishment.

3.3.3 Higher CompanyPrestige

An attractive and efficient lighting installation makes a favourable impression
on visitors of all types who call at the firm. Good lighting also

62
adds to the general reputation of the firm for progressiveness and efficiency
of operation.

3.3.4 Factors to Be Controlled in the Supply ofLighting

The two aspects to be controlled in the process of lighting include the quantity
and quality.

Quantity: Although ordinarily, clerical or office workers are not expected to

possess the technical know-how required of illumination engineers, they
should, however, be aware of the principal problems surrounding lighting and
need to seek help for thatpurpose.
The quantity or intensity of light is easily its most familiar characteristic. It is
important to have sufficient intensity of light in all-seeing tasks, this implies
that different tasks have varying lightrequirements.

3.3.5 Quality ofLight

Much of the problem or complaint emanating from light users in Nigeria is

not only limited to the quantity but also to the quality of supplies. Good-
quality light is that which is relatively free from glare and that it is diffused
evenly about the seeing area. Brightness should be relatively uniform rather
than varying in different portions of the area. Shadows should be
minimized,althoughitisimpossibletoeliminatethementirely.

Glare is of two types - direct and reflected. Direct glare is that which is
produced by a sharply contrasting light source, either natural (sunlight) or
artificial within the field of vision. Reflected glare occurs when light strikes
bright or polished surfaces such as wall, desktops, machines or other
equipment.

Lighting may be direct or semi-direct, with all or most of the light coming
directly from the light source to objects in the lighted area. It may, on the other
hand, be indirect or semi-direct with all or most of the light reflected from the
ceiling and diffused evenly about the room.

Sources may be incandescent or fluorescent. A large number of offices use

the fluorescent, though the advantage of it is not clear.

Lighting should be regularly maintained and deteriorating bulb replaced

lamps usually lose 10-25% of their efficiency before they go out.

63
3.4 COLOURCONDITIONING
Another element of the work environment, which has an impact on employee
productivity, is colour.Colour presents a rather fascinating spectacle to
mankind. The effect of colour on human emotion has been found to be very
positive as it activates and stimulate it. A good colour presents pleasing and
attractive effect of the office to the eye. What is, however, not certain is how
much of production gains can be specifically attributable to the use of colour
in an office. However, evidence points to the fact that effective use of colour
can enhance to work environment and have at least an indirect effect on
employees'productivity.

The following colour shades are to convey certain effects and feelings.
Theseare;
1) Red - Heat - action,excitement
2) Orange - Warmth
3) Yellow - Warmth
4) Brown - Warmth
5) Blue - Coolness
6) Purple - Dignity.

It is suggested by experts that offices, which receive predominantly northern

light, which has a bluish tinge, utilize a blend of warm colours. Offices which
receive in the main, southern light which has a yellowish tinge, should utilize
a blend of coolercolours.

Different colour combinations schemes and variety may be used to break the
monotony of bare walls in the office. Neutral colours too are frequently used
in modern offices and the possibility of monotony is offset by theingenious
use of colour - often in modern paintings or in carpeting or draperies. Soft,
postal colours, which have a feminine quality and bold, bright colours which
have a masculine flavour may be used in lounge areas exclusively by women
ormen.

The use of light and colour appears the noblest means of creating positive
working conditions. By using touches of stimulating colours, the eyes can be
refreshed or stimulated according to the colour used and the effect desired.
While strong colours may best be reserved for accessories such as draperies,
chair coverings and wall decorations, colour and lighting can be used to
provide some degree of individuality, and each section of the department
being given its own colour scheme or varying intensities of lighting.
Essentially, the best type of colour and light is one which achieves the purpose
without calling undue attentionto it.

64
3.5 AIRCONDITIONING

Air conditioning provides another avenue by which working condition can

be improved. Air-condition is believed to account for high productivity,
thebetter quality of work, improved employee comfort and health, higher
morale and a more comfortable impression on visitors. An additional benefit
with systems which filter the air is the resulting decrease in deeming and
decoratingcosts.

Available evidence shows that at the Interterm Securities Company Kansa

City Missouri, U.S.A employee efficiency was found to be up by 20% after
air conditioning was installed. Other reports of from 10-50% increase of
performance went to the doubtless beneficial effect of air-conditioning on
productivity. As with other elements, the specific amount of improvement that
can be attributable to air-conditioning is, however, difficult to determine with
exactness since other elements also come into play in the circumstance.

3.5.1 Outstanding Functions ofAir-condition

It can be used to control one or more of the following factors of air as

indicated below:

1) Circulation - movement and changing of air forfreshness;

2) Purity - filtering out objectionable particles such as dust, smoke and
fumes;
3) Humidity-maintaining proper relationship betweenmoisture content
of the air and thetemperature.
4) Temperature – maintaininga comfortable heat level.

Complete air conditioning will control all the four factors. Whether all
the four elements of air-conditioning can be provided, will usually
depend upon the system considered most feasible. This is in view of
atmospheric conditions in the geographic location involved, the
characteristics of the building and the sections of the space to be air-
conditioned, and the costs of alternativesystems.

3.5.2 Types of Air-conditioningSystem

These fall into two maincategories:

1) A central system which is to serve the wholebuildings:

65
2) Packaged units meant for individual or single offices and contain both
refrigeration and conditioning equipment. The smaller ones have
certain advantages, which include ease of movement, and independent
temperature and humidity controlunits.

3.5.3 SoundConditioning

Noise is an element of the work environment, which has an important role in

affecting employee productivity.Noise has been one of the major problems
affecting effectiveness in an office. Excessive noise, such as sound from
equipment, tools, and people’ s conversation, apart from being injurious to
health, has been known to affect productivitynegatively. This is because it may
prevent workers from concentrating on their jobs, consequently decreasing
their productivity.A number of approaches have been adopted to control noise
or keep it at a tolerable level. Theseinclude:

Checking Noise at Source

This involves the use of quieter machines, noiseless equipment, cushions, and
keeping of the machines in good working order.

Sound Proofing the Room

Sound conditioning materials can be used to insulate walls with sound-

absorbent rugs, carpets as well as drapes.

3.5.4 Isolation of NoisyEquipment:

Noisy equipment such as accounting, duplicating and other noisy devices can
be separated from the general working area throughpartitioning.

However, a light soothing sentimental music, reduced to a very low tune has
a positive effect on job performance. But the harsh and loud or rowdy type of
music can only be interpreted as noise to the ears and a set-back to work
performance and concentration. Thus, the staff assigned to the function of the
‘DJ’ must bear in mind the type and volume of music or records that would
be helpful for effective work-flow and workers and customers’ comfort.
SELF ASSESSMENT TEST
Why should an office be?
a)Air–conditioned?
b) Sound conditioned?
c) Colour conditioned?

66
3.6 THE DESIGN OF OFFICEENVIRONMENT

The design of the work environment actually begins with the location of the
site for the firm.

As a non-expert, you may not be called upon to take part in the location and
building of the school or firm in which you work. But it is essential you have
a good idea of the office problems which could arise in connection with the
location and building of thefirm.

3.7 LOCATION OF AFIRM

Where an office should be located is influenced by a number of factors which

will be discussed later. Essentially, however, the office function is exercised
in every department and in every unit of a firm. Therefore, office activities
need to be provided where it can best serve the objectives of the organization
as a whole and the requirements of sales, production, and other primary
departments since such services account for its existence. From all indications,
office location is directly dependent upon the broader problem of thelocation
of the firmgenerally.

3.8 CHOICE OF LOCATION OFFIRM

The decision to locate a firm in a particular area is dependent on a number of

factors: some of the common ones are accessibility to markets, raw material,
transportation, labour supply, power, state and local government laws trends
in regional and local government development, living conditions and
commutingproblems for employees and, so on.

These and related issues have to be looked into very carefully so as not to
create un-expected problems that may suggest the premature abandonment of
thelocation.

3.8.1 Cost Analysis:

A most appropriate approach to determining the suitability or otherwise of a

firm’s location is to conduct cost-analysis for each of the alternative locations.
Other ways of assessing the suitability of the firm may be to consider the
volume of traffic within the area, particularly in the area of distributive trade.
As part of the consideration package, it would be worthwhile to obtain
information about the attitude of people within the area as well as the general
security therein.

67
An objective consideration of all these variables should be reasonable guides
to a sound decision on the choice of the business location.

3.9 TRENDS IN THE CHOICE OF BUSINESS LOCATION IN

NIGERIA

Within the past few decades, there has been a gradual stepping up ofvarious
business activities in Nigeria. Amidst these activities, could be observed
certain trends in the location of thebusiness in the context of three forms of
business buildings can beidentified.

a) Distributiveservices;
b) Manufacturing businessand
c) Governmentbusiness

3.9.1 Distributive Service Type ofBusiness

Included in this class of business are departmental stores and supermarkets,

legal, medical service ‘establishments, banks and other related business.
These forms of business are located mostly in busy commercial centres in big
towns and city centres which operate as the hub of business activities. The
operators who are not located at strategic locations, namely where there are
heavy traffic and business activities often try to move from such places to
more favourablelocations.

3.9.2 ManufacturingFirms

Manufacturing firms, particularly those that produce heavy equipment are

often located in suburban areas or at locations reserved for such purpose and
usually referred to as industrial states.

3.9.3 GovernmentBusinesses

By government, businesses are meant federal, state and local government

ministries. These establishments are usually located in especially earmarked
locations, and the tendency is to site these establishments at a common
location that would allow easy communication between the various ministries.
They house the various government ministries referred to secretariats.

The demand for office space tends to stimulate the erection of business houses
in big cities. These new business houses are often built with modern

68
office needs in mind. These include the need for space that would allow
different forms of layout, accessibility, easy and effective communication.

3.10 OBJECTIVES OF OFFICE BUILDING SPACE

Office space is often chosen to meet some important objectives: they include:

1) Facilitation of WorkProcess

In modern management context, the building in which office equipment is

housed, is as important as the equipment itself, hence the trend is to erect
buildings which are functional or tailored to the type and philosophy of the
venture.

The modern office building is designed to facilitate workflow hence in

planning the office building the architect has to be thoroughly informed about
the volume of work and its procedures, the organisational units, and need for
future expansion andgrowth.

2) FavourableImpression

An impressive office building undoubtedly commands a high opinion rating

on the part of customers, visitors and the public as a whole. Its prestige on the
community and suppliers representative alsocounts.

3) FlexibilityNeededForGrowthforVaryingNeeds
A building meant for long-term use should be built with future need in mind.
That is to say, a business building should be built in such a way that would
allow for modification in office-planning and layout where this need should
arise. Future needs in terms of space should be anticipated; changes in
lighting, air-conditioning, noise control requirements and other similar
building services constitute issues to be considered. Where a building has
spaces which have no immediate use to the business, it should be leased out
to tenants on theshort-term.
4) Cost-benefitEffect
For a building to serve the purpose of meeting the objectives which have been
listed and discussed earlier, it must do so economically. The amount due to
depreciation, maintenance costs, insurance and taxes, inwhicheverform it is
paid, must be weighed against the values received, and on what competitors
are willing to pay for the facilities.

69
By implication, therefore, maximum use has to be made of every usable
square foot space, while alternative uses should be for dead spaces.

STUDENT SELF ASSESSMENT

1. Why would it be necessary to build a business office with
the future on mind?

2. What is important about the location of banks in your

area?

4.0 CONCLUSION

Employees are very important assets that the organization has. A good
organisation is one that can nurture its employees. One technique to nurture
the employee is by paying attention to the office environment. Many
employees spend most of their time on generating activities in the office. Thus,
the office environment plays a very important role if the organisation would
like to maintain better productivity. The physical environment in which people
work has in recent years attracted the attention of those in management and
office studiesbecause of these reasons. The conclusion from this unit is that a
good physical working environment can impact positively on individual’s
personality psychologicalwellbeing.

5.0 SUMMARY

This unit has made you to learn a number of facts about the importance of a
good physical environment. Specifically, you have been made to understand
the physical factors that determine human comfort in the work environment,
the principles which determine the location of a firm. The objectives of office
building space were explained to you. These include facilitation of the work
process, creation of favourable impression, and flexibility in determining
deferring growth needs. Finally, the issue of cost-benefit effect of the project
has to be analysed.

70
6.0 TUTOR-MADEASSIGNMENT

1a) List five physical factors which you think generally determine
human comfort and convenience in a businessoffice
b) Discuss briefly one of the factors you havelisted.
2. DiscussthetrendinthelocationofbusinessofficesinNigeria.
3a. List four objectives of office buildingspace.
b). Discuss any Two of them
4a. Briefly describe the types of airconditioning.
b). State briefly how you would control the sound that comes from
office musical and otherequipment.
5. Employees are very important assets that the organization has,
discuss the ways which the organization can nurture them using the
work environment.

7.0 REFERENCES/BIBLIOGRAPHY

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Ekpenyong, L.E (2004) Office Management (unpub. Monograph services).

Faculty of Education. Univ. Of Benin.

Gilhooley, M.J. (2002). Green Grass of Work. Facilities Design

andManagement, 21(9), 89-121. Retrieved: October 19, 2019, from
ABI/Inform database.

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House

71
MODULE3: CONVENTIONAL AND ELECTRONICMAIL
SERVICES

INTRODUCTION

Mail may be described as the written communication that passes through the
messenger service or the post office or any electronic channel. Every business
maintains continuous contact with its customers, branches and departments,
and government’s agencies. The central focus of this module is to assess the
changes that have taken place in the area of office mail services. We shall
examine the extent of mail services in terms of methods of mail handling in
conventional and electronic officestoday.

UNIT 1: INCOMINGMAIL

CONTENT

1.0 Introduction
2.0 Learning Outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

You need to understand from the start that one of the major functions of a
formal organization, be it a government establishment, a corporate or small
business enterprise, involves the handling of incoming and outgoing mail: an
important clerical and secretarial role in a conventional mail room letters and
other forms of correspondence will be received and sent out. In an electronic
office, apart from the traditional methods of receiving correspondence, such
correspondence will be received through fax, e-mail, recorded telephone
messages, etc.by whatever means documents are received in an office, their
proper handling and speedy action have to be taken, in the order of
theirimportance.

72
2.0 LEARNING OUTCOMES

In line with the above introduction, it is expected that after studying this
unit, you should be able to do the following:

1. Be conversant with the initial mail sorting and openingprocedure

2. Adopt appropriate procedure for sorting mail into their respective
categories
3. Adopt effective procedure to open themail
4. Be conversant with the final steps for sorting themail

3.0 MAIN CONTENT

3.1 SORTING AND OPENINGPROCEDURE
As you saw in our introduction, postal mail may arriveat the office at given
dually intervals but private courier services may bring in mail any moment
during office hours. Other forms of mail may come through fax, e-mail or
telex at any time of day or night. As a secretary or officerin charge of the mail,
you should check your computer mailbox, fax machine or other facilities by
which mail could be received in your establishment. As an initial sorting
effort,theenvelopedshouldbe annotatedtoremindyouwheretheybelong.As you
inspect the mail, put the letters that you will answer or handle your-self in one
stack and those that will be handled by a supervisor or co-workers in another
stack. You may be able to handle communications that could be answered by
a form letter, circular, or advertisement.To help with answering mail, you may
want to underline or annotatethecorrespondence. Using good judgment is
necessary here, however, becausetoo many marks on a letter can be
distracting.First, underline the keywords and phrases in the correspondence
that willaid in understanding the content quickly

3.2 SORTING MAIL INTOCATEGORIES

Although different establishments use different procedures in attending to
their mail, it is however important that mail that comes in through electronic
means should be printed out and the hard copy presented along with other
paper mail to the schedule office.
As your next step, sort the mail into their respective categories or
departments to which they are addressed, e.g.
i) Letters ofinquiry
ii) Applications forappointment
iii) Purchaseorders
iv) Bank statements,etc.
The categorization should include printed or hard copies of electronic
documents. All documents marked “confidential”, secret or ‘personal’ should
also be separated from the others.

73
3.3 OPENING THEMAIL

A suitable instrument such as sharp pen-knife should be used in opening the

mail where theautomatic opening device is available it should be used, though
on suchamachinewould be justified where an organization receives a large
volume of mail day. That is, an electric envelope opener often is used for
opening envelopes. An electric envelope opener trims a narrow strip off one
edge of each envelope. The amount trimmed off is very small so that there is
little risk that the contents of the envelope will be damaged.Notethefollowing:

i) Whenopeningamailensurethatnopartofthecontentisleftinside
ii) All attachments and enclosure should be attached at the back of the
document
iii) In cases where enclosures which are said to be in the documents are
not found, the sender should be dulyinformed.
iv) Where the address of the sender of a letter is incomplete or distorted,
attach the envelope at the back of the letter for easycorrespondence.
v) All confidential letters should not be opened but sentto the appropriate
schedule officers after the details of their receipt has been recorded in
the incoming mail register. Letters which are accompanied with
remittances should be properly recorded in the remittanceregister.
vi) All personal letters should be sent to their ownerenclosed.
vii) Where a letter meant for other establishments are sent to you, but you
know where it should be redirected, write on the envelope “Try”
followed by that address and re-send the letter. Where the
addressee’s address is unknown, it should be so indicated and returned
to the postoffice.
viii) When you are opening mail for co-workers, do not open envelopes
marked Personal or Confidential. If you mistakenly open such an
envelope, write on it, “Sorry, opened by mistake,” and add your
initials. Check the outside of each envelope carefully before you open
it to avoid making that error.
ix) Stamp and date all the correspondence with the official “received”
stamp. Some offices use what is called the “Inward correspondence
Register” in recording the incoming correspondence. This is shown
below

74
Fig…………… Inward correspondence (or mail Register)
Name Subject Reference Attention Date Date Received
and Number Of written recorded by
Address

x) Where a letter requires the attention of more than one officer, it should
be photo-copied and distributed accordingly. On the other hand,
circulation slip or a special stamp may be used to indicate the list of
officers to when the information should be directed.
Below is a sample of a remittance slip

CIRCULATION SLIP
TO: INITIAL DATE
DIRECTOR – ADMIN
DEPUTY DIRECTOR –
ADMIN
PRINCIPAL ADMIN OFFICER
SENIOR ADMIN OFFICER

Fig… Circulation slip

KEY CONCE PT
ANNOTATION:
Addition of notes
Explanation or comments to a book, a text or document,
example, as during sorting of correspondence or mail

3.4 FINALSORTING
The opening of the mail often goes with final sorting, which is the final stage
meant to ensure that the opened letters or other documents are sorted
andfinallydispatchedto respectivescheduleofficersinappropriatefiles.

One important aspect of mail sorting is to put them in the order of priority
oftreatment.Incoming mail should be prioritized for further processing. As a
general rule, the mail is categorized in the order of its importance. The
following arrangement is usually satisfactory, moving from the top to the
bottom of the stack:
75
1. Urgent messages, such as documents received by fax or overnight
delivery, that require prompt attention.
2. Personal and confidential letters.
3. Business letters, memos, or other correspondence of special importance.
4. Letters containing checks or money orders
5. Other business letters.
6. Letters containing orders.
7. Letters containing bills, invoices, or other requests for payment.
8. Advertisements.
9. Newspapers and magazines.
10. Packages

In the civil service three levels of attention are often followed:

1) Letters which need to be given first priority of treatment are marked
IMMEDIATE or with three x:XXX
2) The letters which need the next priority of action aremarked
“URGENT or with “XX”
3) Those marked ‘X’ or no indication falls within the last or normal level
ofattention.

One establishment such as business organizations also hasspecific symbols by

which in-coming correspondence are treated. Those employed as office
systems managers should acquaint themselves with priority symbols that are
applicable to mail treatment in suchestablishment.

STUDENT SELF ASSESSMENT TEST

If you received ten letters which comprise the following
content:
Letters of enquiry
Letters with remittances
Letters without sender’s
Correct address

Note: That the initial sorting involves the general placing of envelopes
containing documents into broad categories. The second sorting stage
involves classifying mail into their specific categories, e.g. enquiry, or
application letters.

76
 The final sorting is done when the envelopes have been opened.
Handling Mail While Away from the Office
Technology makes it possible to receive and forward important mail and
messages for immediate action while away from the office. In this way,
business matters are not delayed, and deadlines are not missed. You will need
to decide which mail should be forwarded and which mail should be held for
action after returning to the office. The following guidelines may be helpful
in keeping track of incoming mail for your supervisors or co-workers who are
away from the office:
- Maintain a mail register.
- Communicate with the traveller immediately if important, unexpected action
seems required.
- Refer routine mail to others who can respond.
- Answer mail yourself if it is within your area of responsibility.
- Send a synopsis of received mail (or a copy of the mail log) if the traveller is
on an extended business trip.
- After the mail has been prioritized, store it in an appropriate place.
Effective processing of the incoming mail helps keep the office running
smoothly while the traveller is away and saves time for the traveller upon
returning to the office.

4.0 CONCLUSION

Incoming mail come in both conventional and electronic channels sorting and
opening of correspondence follow a number of informed steps and
procedures.

The conclusion to be drawn from this unit is that since the adoption procedure
is criteria to effective mailhandling, you read, understand andpractice
answering the tests that are set to facilitate your learning competence.

5.0 SUMMARY

In this unit, you have been made to understand the different sources that mail
is received in an organization. Some mails are received through the
conventional means namely the post office. Others come through special
courier services. The correspondences that come through electronic means
include computer fax and telex machines. Sorting of mail is in two categories,
namely sorting of envelopes, and sorting of opened letters into their respective
subject matters, and departments to which they are to be forwarded.
Confidential documents are not opened at the open registry but are sent to
sections responsible for such documents. On the other hand, we also saw that
information about remittances must be properly recorded. Inward
correspondence register is used to enter essential information such as name
and address of the sender, subject matter,etc.

77
6.0 TUTOR-MARKEDASSIGNMENT

1a) what does it mean to annotate adocument?

b. What actions are involved before the mail or letters areopened/
2) Discuss at least five points that are to be observed when opening the
mail
3) Explain how you would handle thefollowing:
a) Confidentialletters
b) Letters withremittances
c) Letters meant for the attention of fourofficers
4a) What steps would you take to ensure that the mail that come by
electronic means is not delayed in themachine
b) Howwouldyouensurethatofficershavecopiesofelectronicmail?
5) How would you identify letters which are meant for certain types of
action by the scheduleofficers?

7.0 REFERENCES

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House

Amadin, M.S. (2004) Modern office practice-Benin City: In print services.

Bernstein, W; Powell, Loyd; McKusker, V. &Sherwood, Catherine (1993)

Merriam-Webster Secretarial Handbook. Merriam Webster, Inc.

Houghton Mifflin Company (1995). The Professional Secretary, Boston:

Houghton andMifflin.

https://fl01000126.schoolwires.net/cms/lib07/FL01000126/Centricity/Dom
ain/244/chapter11.pdf. Retrieved on 21October 2019

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

78
UNIT 2: OUTGOINGMAIL

Content

1.0 Introduction
2.0 Learning Outcomes
3.0 Maincontent
4.0 Conclusion
5.0 Summary
6.0 Tutor-markedAssignment
7.0 References

1.0 INTRODUCTION

Sometimes customers and clients complain that the letters of enquires they
made to some instructions or companies have not been replied to. On the
otherhand, one may wonder how organizations are able to cope with
responding or replying to volumes of business letters or inquiries that are sent
tothem.One way of appreciating the efforts of organizations in the area of mail
management istounderstand how mail is sent out of organizations.

2.0 LEARNING OUTCOMES

Following the introduction above at the end of studying this unit, you
should be able to:
1. state the procedures for sending outmail
2. Proofread outgoingmail
3. List the procedure for presenting mail forsignature
4. State the procedure for conforming e-mailcopies
5. Describe the procedure for handling the following enclosures, file
copies and follow-uprecords
6. Explain the procedure for performing preparing envelopes and
insertingmaterials.
7. Adopt appropriate procedures for stampingthe mail

79
3.0 MAINCONTENT

3.1 PREPARING MAIL FORPOSTING

After preparing documents such as reply to letters of enquiries and other

similar documents, you have to adopt appropriate procedure mailing them.
There are no standard procedures for preparing mail for postage. This is why
different organizations tend to adopt different methods in preparing and
sending out their mail. For instance, small offices which have a little volume
of mail and do not have sophisticated equip usually make do with manual
stamping of their documents for posting. Some officers have sophisticated
electronic mailing equipment for stamping theirenvelopers.
E.g. franking machine, postage meters, etc. the more their mail mainly by e-
mail and fax. Mail for posting are generally collected during working hours
with the early afternoon being the pick period. Some establishments keep
"outgoing mail" tray where the messenger mail have to lift if from the
mailroom. Some departments prefer to prepare and submit their letters in
sealed envelopes before taking to the mailroom.

3.2 PROOF-READING OUTGOINGMAIL

The mail that goes out of an organization is regarded as an 'ambassador' of an

organization. No businessman or client wantsto dealwithan organization that
is not careful about the communication that it sends out. This is why all letters
or other documents must be carefully checked for correctness of spelling,
grammatical structure, layout or format by the
secretaryoranyscheduledofficerbeforeit isallowedtobe markedout.
It is normal to use a spell-checker for identifying errors in a text, but
sometimes where there are omissions of words; the spell-checker would not
be able to identify it. This is why it is necessary for the secretary to carefully
read any document that is typewritten or handwritten before it is put on the
mail.This is done to ensure the mailability of the document.

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3.3 SIGNING THEMAIL
Any official letter that leaves an organization without being duly signed by
the executive or designated officer would be regarded as unauthentic, and so
not acceptable for businesstransaction.Consequently, all letters for signature
should be collected and put in the 'signature file' for the executive’s
endorsement.
Where the executive is to sign must be clearly indicated by the
secretary. It is important to ensure that adequate letters are collected before
presenting for signature. However, where a letter, contract or similar
document needs immediate or urgent dispatch but the executive is not
immediately available, arrangement should be in place for a relevant senior
officer to sign on behalf of the executive. Before folding and inserting letter
in their envelopes. It is necessary to recheck them one by one to ensure that
no letter has been left unsigned.
3.4 E-MAIL CONFIRMATIONCOPIES
Usually, it cannot be easily confirmed that the memos or other documents that
are mailed to a client or clients by e-mail or other electronic transmissions it
was intended to receive. Some organizations, therefore, decide to send hard
copy printouts of the electronically transmitted message by regularpost.E-mail
messages are usually typed in memo format which does not allow
forsignature;however,it maybe necessarytosigntheconfirmationcopy.
3.5 HANDLINGENCLOSURES
In many business organizations, letters and other documents are sent to the
mailroomtogether with correctly typed envelopes. The mail clerk is expected
to fold and insert the letter in the envelope. However,during the typing
process, an enclosure notation should be typed at the bottom of the letter. It is
helpful to ensure that what is enclosed or the number of enclosures isindicated.
To ensure that letters with enclosures are not omitted, take the following steps:
i. Check the letter to see whether there should be an enclosure, should the
enclosure not be enclosed, the letter should be kept aside and returned
to the senderlater.
ii. Where there is anenclosure, attach it to the letter with a stapler or on
the
alternative,usepaperchip;pinsshouldnotbeusedtoavoidinjuryonthepers
on opening the envelope. Attach small enclosures at the front of a
letter, and the bigger ones at the back. What is enclosed in a letter
should be determined by the size of theenvelope.
iii. Ensure that the address on the envelope agrees with the address on
the letter.
iv. Ensure that copies have been made, if necessary

81
3.5.1 Handing file copies: File copies should be taken for reference purpose.
In the case of electronic filing, the document should be saved under
theappropriate file name; electronic mail should be copied and field under the
appropriate subjectheading.

3.5.2 Follow-up Record: Some offices try to keep track of outgoing mail by
keeping follow-up records for them. A follow-up record may take the
followingformat.

Fig…………………
OUTGOING MAIL FOLLOW-UP RECORD
Date
Sent Name and address of recipient Description of material sent
Methodof mail or transmission follow up date….

Follow-up files are more commonly used than follow-up record. The use of
follow-up record seems to be a matter of choice only.

3.6 PREPARINGENVELOPES

In preparing an envelope some basic facts are necessary. For a start, the size
of the envelope chosen should be such that would take in the letter without
bursting the content. Knowing the sizes of envelopes, therefore, becomes
important.

There are three styles envelopes, the first two are referred to as Banker style
envelopes.

The smaller of the two measures 3½ x 6m has anopening on the longer side.
The second range of Banker style window envelopes measures 4 x 9m each
and have window panels through which the address andthe letter can be read.

The third type is the referred to as pocket envelope (measures 4 x 9m as the

former one) and has anopening on the longer side.
There are also three main sizes of theenvelope. These are the post office
preferred (POP). Envelopes on this category range from 3½ x 4m to 4.9m
insize.

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Traditional envelopes: These are in different sizes. The international envelope
sizes range from size B3 -C7C8, that is from the largest to the smallest sizes,
(324 x 458m; 250-353m; through to 81 x 114m).The size for a standard
envelope used for business letters is 91⁄2 X 41⁄8.

3.7 ADDRESS INENVELOPES

This requires accuracy, clarity and good display. The NIPOST has standard
procedures for addressing envelopes. For instance, it is expected that:
- Name and address must be typed or written at the lower part of the
envelope with one clear space or double line spacing between lines
using indented or blockedstyle.
- The full name and address on the front surface of the addresses must
be typed, or written while that of the sender should be typed or
written at the back of theenvelope.
- The word 'Personal', 'confidential' or "for the attention" should be
typed two spaces above theaddress.
- The name of the post town or city must be typed in blocked capitals
while that of the country should be typed with aninitial capital and in
full.
- The postcode of the country must be typed or written in Block capitals.
Envelopes must be sealed before they are mailed. When you need to seal more
than one or two envelopes, you probably will want to use a moist sponge or
moistener. Mail processing equipment that can insert letters into envelopes
and seal the envelopes is available. If your office processes large mailings
frequently, this equipment can save valuable time.

Student Self -assessment Exercise

1a. Go to two business establishments you know and find out

when mails are usually collected for posting.

1b. Is there any difference in the time of mail collection and postage of
mail in those establishment?

2. What is the importance of file copies of out-going mail?

83
4.0 CONCLUSION

From the study of this unit, it can be seen that preparing official mail for
posting usually follows a number of steps, including providing file records as
evidence of postage, in case the addressee complains that the mail didnot get
tohim/her.
The conclusion to be drawn from this unit is that mail preparation and sending
out is a serious aspect of office duty that has to be taken seriously by the
scheduled staff.
5.0 SUMMARY

As indicated at the beginning of this unit, the unit is intended to teach you the
processes involved in sending out mail. Hence the unit dealt on what steps to
be taken before sending out mail. The unit dwelled on the purpose and
theimportance of proofreading the mail before presenting it for signature.
Even though the e-mail can be sent to a form or customer, a printed copy with
the signature of the superior officer from the form of posting has to be sent
out as confirmation. File copies are also kept of such documents. It was
emphasized that all official documents leaving the organization should be
duly signed for the purpose of authentication. Envelopes must be chosen in
consideration of the size and type of document to be posted. All the necessary
steps needed to address an envelope have to be duly observed in betters which
are "confidential" or "attention" of some person, the envelopes should be
typed or written with these words two spaces above the rest of the
addressee'saddress.

6.0 TUTOR-MARKEDASSIGNMENT

1. Why do different organizations have to adopt different methods for

stamping their mail forpostage?
2a) Whyisitnecessaryto proof-readlettersmeantforposting?
b) What electronic method is used to check spelling and other errors in a
document for posting, what is the defects on spellcheckers?
3. Discusstherulesgoverningthehandlingofenclosures
4a)Whatis theimportanceof creatinga follow-uprecord?
b) Is there any advantage of a follow-up record over a follow-up file?
5) What facts would you consider when addressing envelopes?

84
7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Amadin, M.S. (2004) Modern office practice-Benin City: In print services

Bernstein, W; Powell, Loyd; Mc Kusker, V. and Sherwood, Catherine (1993)

Merriam-Webster Secretarial Handbook. Merriam Webster, Inc.

https://fl01000126.schoolwires.net/cms/lib07/FL01000126/Centricity/Doma
in/244/chapter11.pdf. Retrieved on 21October 2019

Houghton Mifflin Company (1995). The Professional Secretary, Boston:

Houghton and Mifflin.

85
UNIT 3: TYPES OF MAIL AND OTHER DELIVERYSERVICES

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

In units one and two we treated incoming and outgoing mail. In the case of
incoming mail, we showed you what has to be done when mail is received in
the mailroomand the steps to be taken to distribute thesame to the relevant
schedule officers for action. We also explained the processes involved in the
handling of outgoingmail.

However, we did not get into discussion of the types of mail which include
domestic and international types. This division will be explained in this unit.

2.0LEARNING OUTCOMES
Introduction following the above after studying this unit should be able to:
1) Describe the type of mail that are classified as local or domesticmail
2) Describethetypeofmailsthatareclassifiedunderinternationalmail
3) Describe the role of private deliveryservices
4) State the importance of postcode

3.0 MAINCONTENT

3.1 TYPES OF DOMESTIC POSTALMAIL

Domestic, local inland mail services offered by post offices in most countries
fall under four categories:
These include:
- Expedited mail services (EMS or speedpost)
- First-classmail
- Second classmail
- Third classmail
- Fourth classmail
- Business replymail
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3.1.1 Expedited mailservice

This is one fast service offered by post offices worldwide. In Nigeria, the
NIPOST also offers this service to itscustomers. It is a poster service which is
considered to be the fastest in mail delivering. It is on this account that most
business organizations often use this service when they have important
documents to be delivered within a day or two to the addressee. Individuals
who need to meet thedeadline in their transactions also use thisservice.

A major advantage of this service is safe delivery of mail to their addressees’

destinations, be itat the office or home.

3.1.2 First ClassMail

First-class mail is one that is given priority delivery. In the USA or the UK,
first-class mail usually takes between twelve and twenty hours to be delivered
to the addressees-depending on their location in the country. Usually,first-
class mail is carried by air sorting and delivery of such mail usually restricted
to airport towns and cities. First-class and express mail
servicesusuallyattracthigherpostaltariffthantheother mailservices.First-class
mail is commonly used for items such as letters, bills, postcards, checks,
money orders, and business reply mail. A minimum amount is charged for all
first-class mail weighing up to one ounce. An additional charge is made for
each additional ounce or fraction of an ounce.

3.1.3 Second ClassMail

This type of mail service is mainly restricted to newspapers and magazines,

non-profit classroom equipment such as science equipment the operatives
ofthistypeof businessenjoysomediscountsfromthe postoffice.Approved
publishers and registered newsagents may mail items at the periodicals rates
of postage

3.1.4 Third ClassMail

Generally, mail that is not required to be mould first class or second class
normally goes third class. In the Nigerian postal system where the
categorization of mail for postage is not clearly spelt out indications are that
apart from those mail that is mailed through speed post or Express post,
energy other mail service is given third-class postage.Third mail is used
primarily to advertise products and services. Advertising brochures and
catalogues often are sent third class.

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3.1.5 Fourth ClassMail
All printed materials and merchandise that are not sent by first, second and
third-class mail are classified as fourth-class mail. Fourth class mail tends to
enjoy lower postal charge than those discussed above.Also, known as “Media
Mail,” fourth-class mail is an inexpensive way to ship educational materials.
Books, film, audio recordings and even loose notes are eligible but delivery
times can span up to 8 days because of the low priority.

In Nigeria, printed materials postcards or Christmas cards are not

differentiated from ordinary mail in terms of charge.

In fact, printed materials and ordinary mail e.g. letters do not seem to enjoy
any differential rates.

3.1.6 Other postalservices

Post offices generally offer a variety of services. The three common ones
include the following:

a) Certificate of mail: This certificate only shows evidence of mailing

b) Certified of Mailing: In this service, proof of delivery, with a record of
delivery is kept at the recipient’s postoffice
c) Collecton delivery (C.O.D): in this service the postal servicecollects
theprice and the cost of an article from the recipient at thetime of delivery.

Registered letters and expedited mail provide recorded delivery service. In the
case of special post, the sender receives receipt or note of delivery after the
package has been delivered to the recipient who has to sign the note before
the post office returns to thesender.

STUDENT SELF ASSESSMENT

1. Take a trip to the post office nearest to you and find out
how many types of postal service are offered by NIPOST.
From the information you have collected write a one-page
2. essay on the types of mail services that
are available or are offered by NIPOST

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 3.2 INTERNATIONALMAIL

International mail falls into three classes, by implication each category must
meet the specific requirements of the Universal Postal Union. This has postal
conditions which member countries have to meet generally,although there is
room for modifications to meet the requirements of individual member
countries. You are advised to approach NIPOST for further details onthis.

The three classifications are as follows:

- Postal union mail: Mail in this category is governed by the convention of the
Universal postal union. There are three categories of mail here, namely, letters
and cards; such as aerogramme, and other articles; printed matters, books and
sheet music, periodicals and materials for the blind, and small packers, priority
airmail is also available for back mailers of items under this category.
- Parcel Post: Sometimes referred to as CP mail (colis postaux, referring to
postal parcels), this category of mail includes only the category that is
equivalent to domestic fourth-class zone- rated parcelpost.Parcel post may be
used for small and large packages, thick envelopes, andtubes. The rates are
based on the weight of the item and the distance itmust travel to be delivered.
- Express mail international service: This is a service that is exchanged with
other countries under agreement and memoranda of understanding with the
postal administration of those countries. Two services are normally provided.
These are custom-designed service and on-demandservice.Express mail is the
fastest international mail service offered. with one- to two-day delivery to
most destinations. No extra fee is charged for Saturday, Sunday, or holiday
delivery. All packages should use an Express Mail label.
Various types of services are similar to the national or domestic ones are also
available to the international mailer. Such services include a certificate of
mailing insured mail, international postal money orders, international reply
coupons, registered mail and restricted delivery, amongothers.

PRIVATE MAIL SERVICES

Private courier companies offer most of the services that are offered by
NIPOST. In Nigeria today many companies and individuals tend to patronize
private courier companies. This is because these companies tend to offer more
efficient and speedy delivery services than the NIPOST, even the former
charge more than thelatter.
Some of the services offered by private courier companies cut across national
and international boundaries. These include letters parcels and other mail
services except thoseprohibited bylaw.You must prepare a delivery form to
accompany the package that includes information such as:

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- Your name, address, and phone number
- The recipient’s name, address, and phone number
- The class of delivery service
- The weight of the package
- The current date
- The payment method or account number.
If you use the delivery company often, the company may provide you with
forms that are pre-printed with your name, address, and account number.
Completing the entire delivery form accurately is essential for prompt
delivery. Private mail services do not deliver to a post office box. Many
delivery companies have Web sites that allow you to track packages that have
been sent using the delivery company.

STUDENT SELF ASSESSMENT TEST

1) Go to any post office nearest to you and find out
the international postal services that are available
in Nigeria
2) Make a list of such services

3.3 POSTCODE
Before ending this unit, it is important to mention what is referred to as the
Post Code. Every major town or city in Nigeria has a postcode. This consists
of the addressee’s name, followed by the street name of the city and the
postcode.Postcode is a group of numbers or letters and numbers which are
added to a postal address to assist the sorting of mail.Postal codes in Nigeria
are numeric, consisting of six digits.
For instance, if you want to write to a person in Benin City, the postcode is
30001.
The address would be as follows:
Rose Ogbomo
5 Ikelebe Street Benin City
300001
Edo State
Postcodes are used by the Post Office to speed up the sorting of mail in the
sorting office. It is,therefore, important that the correct postcode is typed or
written on the envelope to avoid mix sort of mail.Postcode may also be used
to identify buildings. This can be seen on most buildings in Abuja. The
essence is to identify buildings easily by mail deliverers and visitors.

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4.0 CONCLUSION
The knowledge of national and international mail services is very important.
Being aware of the postal services that are available enables one to known the
service could be used in a postaltransaction.

The conclusion that may be drawn from this unit is that adequate selection
oftheaccountfor effectiveuseof appropriatemailservicebythe students.

5.0 SUMMARY
We started this unit by describing the type of mail that is classified as
domestic. These include first class, second class, third class and fourth-class
mail.
Other mail services such as certificate of mailing, collect on delivery and
registered mail among others.

International mail falls within three categories namely. Postal Union Mail
Parcel Post and International Express Mail Service. Various types of other
international postal services have been discussed.The role of private mail
delivery companies was also discussed. It is expected that you will ensure that
you will study the unit closely and try to answer the questions that are meant
to facilitate your understanding.

6.0 TUTOR-MARKEDASSIGNMENT
1a) List the four common types of domesticmail
b) Describe the nature and advantage of expedited local mail service
as well as its advantage over other types of domesticmail.
2) What kinds of items may be mailed using third-class mail?
3) Differentiatebetweenfirst-classandsecond-classmailservice.
4) Describe two other mail services that the NIPOSToffers.
5) Attempt a classification of the international mail servicesavailable
to mostcountries.
7.0 REFERENCES
Amadin, M.S. (2004) Modern office practice-Benin City: In print services

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Berstein, W, Powell, Loyd; Mckuster, V. and Sherwood, Catherine (1993).

Houghton Mifflin Company (1995). The Professional Secretary. Boston:
Houghton and Mifflin.
https://fl01000126.schoolwires.net/cms/lib07/FL01000126/Centricity/Domai
n/244/chapter11.pdf.retrieved on 201/10/2019

91
UNIT4THE MAILROOM CONTENT

1.0 Introduction
2.0 Objective
3.0 Main content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

In the three preceding units, our learning outcomes centred on incoming,

outgoing and types of inland and international mail services. However, the
mailroom and the equipment that are needed to facilitate the tasks of the mail
clerks were not discussed. Thisunitwill focus on the mailroom, mailroom
documents and equipment.

2.0 LEARNING OUTCOMES

After studyingthis unit, you should be able to:

i) Describe the mailroom

ii) Describe mailroomdocuments
iii) Describe mailroomequipment

3.0 MAINCONTENT

3.1 DEFINITION OF MAILROOM

Large organizations such as government establishments and corporate

organizations have offices set aside for receiving incoming mail and
forwarding outgoing mail.It is simply the department of a company that deals
with incoming and outgoing mail.

KEYCONCEPT
A mail room is part of organization where letters and
parcels are delivered by the postman, and where all
outgoing mails stamped before being taken to the post
office or post-boxfor collection.

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 Usually in government ministries a number of personnelworks in the
mailroom. These include the supervisor, receiving clerk, index clerk, tracing
clerk, enclosure clerk as well as the training clerk. The nomenclatures of
mailroompersonnel seen to vary from organization or organization. For
effective performance and workflow, the mailroommust be properly
arranged.
3.4 MAILROOMDOCUMENTS
A number of documents are kept in the mailroom for the purpose of
maintaining accurate entry and movement of incoming and outgoing mail.
The common mailroomdocuments include dispatch book, outward
correspondence register (which we described in unit 3), postage book and
remittancebook.
- Dispatch book: This is used to record details of letters sent out of the
organization. It ensures that letters leaving the mailroomsare receivedbythe
rightpersons.Belowisasampleof a dispatchbook.
Fig ……….DISPATCH BOOK
Date Destination Method of Receiving
address dispatch

- Postage Book: Postage book is used for recording posted letters, the
amount spent on the postage, and the value of the stamp used. Example
of postage book is shownbelow.
Fig …………POSTAGE BOOK
Amount of Details Amount of Remark
stamps stamp Used
Bought
N K N K

- Remittance Book: We have discussed the use of remittance book in the

preceding unit. All we can remind ourselves is that remittance book is
used to record letters which money is enclosed either in cash or cheque.
The cashier is the personnel to sign the remittance book as evidence
that those items involving payments have been accepted.
3.5 MAILROOMEQUIPMENT
Mailroom equipment are machines and supplies for sending and receiving
large quantities of mail for businesses and companies. Fold, insert, and seal
with the proper machines to maximize efficiency and quality. Mailroom
equipment includes those labour-saving devices which are meant to facilitate
the task of mail clerks. As we indicated in the previous units, large
organizations usually use automatics equipment for mail handling while the
smaller ones usually use manual or hand-operated machines. Now note a few
examples of such machines and theiruses:

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- Envelope sealing machines: They are used to seal envelopes that are
ready for dispatch. Envelopesealing machines moisten the gums on the
flaps of envelopes folds, compresses and deliver them into a tray
which stacks than for stamping orfranking.
- Envelopeopeningmachine: This machine is of two types manual and
automatic.Themanualtypeisusuallyusedbysmall organizations owing
to the small sizeoftheirmail. Large organizations
often use automatic electrically operated machines. The machine picks
envelopes from a stack, passes them through cutters which slit, the
upper edge of the envelopes, and finally drops them in a receiving tray.
This prevents damage to the contents of the envelopes.
- Folding machine: Folding machines are used fold papers, letters,
statements, pricelists, invoices and pamphlets, and other documents
with the required sizes to fit the size of the envelopes. The machine is
capable of folding papers at a fast rate, andaccurately.
- Inserting machine: This machine is used to select a large number of
different postal materials and inserting them together in an envelope
for dispatch after they have beenfolded.
Othermachines:othermailroommachinesincludethefollowing:
i) Stamp fixing machine: Roles stamps are placed inside the machine
when the machine is depressed, each stamp is moistened and affixed
on theenvelope
ii) Collating machine: Used to sort papers into different sets and staples
them
iii) Envelope addressing machine: This is used for printing names and
addresses on envelopes or other mailable documents such as card and
statements before theyare dispatched.
iv) Franking machine: This prints the number of stamps on the
denomination of postage required on the envelope forpostage.
v) Guillotine: This machine is used for cutting and trimming papers. It
may also be used for openingletters.
Some other machines that may be found in a mailroom include:
a) Automatic time and date stampingmachine
b) Jogger-used to vibrate papers into alignment before binding or
staplingthem
c) Staplingmachine
d) Rolling and wrapping machine used for rolling and wrapping
newsletters, magazines andjournals
e) Shredding machine: used for destroying confidential
orotherdocuments that are no longeruseful.
f) Perforators: Used in making holes into paper or filejackets.
g) Rubberstamps

94
h) Laminating machine: This machine is used for sealing papers or cards
in a transparentfilm.
i) Pressure Sealers: Press and Seal is a common method of delivering
mailpieces without an envelope. Unlike other types of sealing options
Press and Seal applications require no moisture or heat, just pressure.
j) Conveyors and Dryers: these are machines that add value to any
printing and mailing operation. The addition of an Infrared or Near-
Infrared dryer that will improve ink cure times, reduce smears and
smudges and improve productivity.
k) Mailing Software. Mailing software is designed to save you money by
preparing and sorting your data according to current mailing
regulations so you can obtain the lowest postage rate available.
The digital mailroom
A digital mailroom is the automation of incoming mail processes.This
is a situation where papers are capturedwhen they arrive in a digital
mailroom in such a way that business transactions and processes are
streamlined and information is managed electronically from that point.
All activities are electronically recorded, generating a full and
complete audit trail from the moment documents arrive. Using
Document Locator for a digital mailroom, immediate improvements
are possible in areas of customer service, back-end business processes,
and records management.
Benefits of a digital mailroom
1. Paperless mail delivery and file management
2. Documents digitized upon arrival.
3. Saving the Environment
4. Reduced Operational Costs.
5. Improved Customer Service
6. Paper converted to process-ready electronic files.
7. Audit-trail established from the beginning.
8. Automation of customer correspondence
9. Capture of regulated or sensitive mail

4.0 CONCLUSION

We have described mailroom, its documents and equipment as well as their

uses. The conclusion to be drawn from this unit is that no effective mail
handling can be performed without a well-equipped mail room.
5.0 SUMMARY
In this unit we have defined the mailroomas part of theorganization where
letters and parcels are delivered, processed and taken to the post office for
posting. Some of the main mailroomdocuments include incoming mail
register, dispatch book, postage book and remittance book.

95
A variety of mailroomequipment which we have discussed includes stamp
fixing machine,envelopeaddressingmachine,foldingmachine,Conveyors and
Dryers,amongothers.We also described the digital mailroom which is very
useful in this 21st century.

You should go through the unit again in order to answer the questions that
follow.

6.0 TUTOR-MARKEDASSIGNMENT

1. With appropriate diagrams, name and mention the functions of three

mailroomdocuments.
2. What is the following equipment used for in a mailroom: stamp fixing
machine, collating machine, Conveyors and Dryers,Pressure
Sealers,shredding machine, andjogger?
3. Explain why some organizations prefer to make do with hand operating
machines while others go for sophisticated ones in their mailrooms.
4. Give 3 reasons why documents and equipment are necessary in a
mailroom.
5. What is a digital mailroom? Give any three benefits of the digital
mailroom.

7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Amadin, M.S. (2004) Modern office practice-Benin City: In print services

Bernstein, W; Powell, Loyd; McKusker, V. and Sherwood,Catherine

(1993)Merriam-Webster Secretarial Handbook. Springfield.
Massachusetts.

Benefits of implementing digital mailroom

solution.https://ephesoft.com/blog/5-benefits-of-implementing-digital-
mailroom-solutions/

96
MODULE4:COMMUNICATION ANDRECORDS MANAGEMENT

INTRODUCTION

This module is meant to introduce you to the roles of communication and

office records in business transactions. You will be made to understand the
role of communication, the communication process, methods of handling files
and documents in office organizations.

UNIT 1: COMMUNICATION IN OFFICETRANSACTIONS CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 MainContent
4.0 Conclusion
5.0 Summary
6.0 Tutor-MarkedAssignment
7.0 References/FurtherReadings

97
1.0INTRODUCTION
Business organizations, like any other social system, is comprised of
individuals who have to interact with one another. Language is one medium
by which interaction may be carried out in an office or
organizations.Generally,oral and written language stand out as two major
media of human interaction.Interaction involvescommunication, this
iswhycommunicationhas remained central in business transactions. This
explains why effortwillbemade onthisunittoexamine theimpact of
communication in the place ofwork.

2.0LEARNING OUTCOMES
Following our introduction, the objective of this unit is for you to do the
following after studying its contents:

1. Definetheconceptofcommunicationinofficeorganization
2. State the purpose of communication in anorganization
3. Describe the communicationprocess
4. List the classification ofcommunication

3.0 MAINCONTENT

3.1 CONCEPT OFCOMMUNICATION

Generally, communication may be seen as the process by which a thoughtis

transferred from one person to another. According to Coates (2009),
Communication is the giving and receiving of messages.It is the transfer of
information from one or more people to one or more other people.Koontz and
O’Donnel consider that communication is the transfer of information from the
sender to the receiver. Thus, communication can only be said to be received
when it is understood by the receiver. This explains why communication is
central to formal organizations such as an academic institution or afirm.

It is difficult to provide an entirely acceptable definition of communication.

However, in simple terms, communication implies the transfer of a message
which is transmitted and acted upon. This definition will be explained fully in
a latersection.

The general conception of communication with reference to organizations

may be summarized as follows:

- The lifeblood of anorganization

98
- The glue that binds theorganization.
- The oil that smoothens the organizationslife
- The thread that ties thesystem
- The force that propels theorganization

In real terms, no organization can function effectively without a dynamic

and effectivecommunication system.

3.2 PURPOSE OFCOMMUNICATION

- Communication is intended to provide the basis by which enterprise

managers can get things done through the organization members.
- Communication seeks to provide the means by which organizational goals,
objectives, procedures, rules, and executive decisions are made availableto
members of the organization.
- Communicationisintendedtofostereffectiveinterdependence between
organization units and theirmembers.
- It seeks to foster effective interpersonal relationship within organizations.
- Communication seeks to bring about an overall change in the organisational
policies, procedures and work style and make the staff accept and respond
positively

3.3 THE COMMUNICATIONPROCESS

The effectiveness of an organization largely depends on how well

communication is handed. In the process of attempting to meet organizational
goals, solve problems and make decisions, communication necessarily comes
into play. The effectiveness of communication itself depends on whether the
message which is sent by a source across to the receiver has been correctly
decoded (understood by the latter). It is on this account that Katz and Khan
define communication as the exchange of information and transmission of
meaning. The process of communication may be summarized
andlistedasfollows.
1) Stimulus: The thing that triggers off the communication exchange,
otherwise referred to as the ideationstage.
2) Source: Referred to as the encoder, initiator etc who functions to
formulate“meaning” into the“message”He initiatesthe
communicationexchange.
3) Message: The core of all forms of communication. It refers to the thoughts,
ideas, attitudes, intentions, etc which the encoder transmits to thereceiver.
4) Medium: The form in which the sender wishes to put themessage e.g. oral
(speech) written (on paper), drawing etc.

99
5) Channel: The conduit pipe through which the medium chosen is passed
to the receiver e.g. in oral communication, such medium as Radio, TV.
Etc could beused.
6) Receiver: The decoder, i.e. the destination of the message or the
intendedaudience.
7) Feedback: The essential component that typifies communication asa
process which makes it possible for, both source and receiver to swap
roles and act as Trans receiver;and
8) Noise: Any disturbances, distraction etc in thecommunicationprocess that
could disrupt the flow e.g. physical, psychological, linguistic etc.

In fact, all the theories and models of communication arederivedfrom the

above eight aspects of thecommunication process.
Classification of communication process: Communication may be put into
four main classes, namely, unilateral, directional transactional and
interpersonal.
3.3.1 Unilateral Communication
In unilateral or downward communication, the speaker initiates a message
which terminates with the listener. In educational systems, this comes in the
form of address to students and staff, writing of memorandum, circulars or
bulletins andverbal messages. Available evidencepointstothree
psychological processes that occur in the course of two, three and four step
communication.
In the first process-levelling, the receiver tends to reduce constraints between
parts of a message by omitting qualifyingphrases.
In the second process, the receiver sharpens certain parts of the information
or message so that only a few high points are remembered, while most of the
others areforgotten.
In the third process, the receiver assimilates much of the message within his
cognitive structure, colouring memories and interpretations of the message by
his or her own thoughts and feelings. Given these defects, unilateral
communication can be said to be less than an efficient way of transmitting
information.
3.3.2 DirectiveCommunication
This occurs when individuals interact face-to-face. The exchangeis complete
when the receiver indicates to the sender that he has received and understood
the message; as when a teacher gives an assignment to the students and asks
if they have understoodit.

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The problem with this form of communication is that the sender influences
while the receiver complies with the message.

3.3.3 TransactionalCommunication:
Transactional communication is a reciprocal process in which each participant
initiates messages and attempts to understand the other. Information travels
in both rather than one direction and each message has some impact on the
next message, and the roles of source and receiver shift rapidly back and forth,
as communication takes place. It is generally observed that while many
misunderstandings can be resolved through transactional communication,
carrying out effective transaction takes a high degree of communication skill.
Participants must be in a position to state
theirthoughtsandfeelingsclearly,askeachotherforspecificinformation, read
relevance of gesture, and make sure that the message was decoded correctly.
This mutual feedback and spirit of helpfulness between participants are
usually lacking in most communication situations.

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 FIG. M4.1: TRANSACTIONAL COMMUNICATION

ENCODED TRANSMITTED RECEIVED DECODED

IDEACHANNELIDEA

DECODED RECEIVED
TRANSMITTED ENCODED

Sneaker-Listener Listener -Sneaker

Although managers and the workers can communicate information among

themselves in writing, they often do so through face-to-face conversation.
This face-to-face encounter or interaction qualifies as interpersonal
communication. The context of interpersonal communication may be taken as
belonging to another aspect of problem statement in terms of when they talk
about how things are- situated (S), how things ought to be — (T) and how to
move from the situation (S), to the target — proposals (P). This mode of
conceptualizing communication is what is referred to in problem-
solvingliteratureasS.T.P.modelofproblemorcommunicationanalysis.

3.3.5 Characteristics of Interpersonal Communication:

Four features cut across the three levels of interpersonal skills (STP) with
reference to subsystem effectiveness and organizational adaptability. These
include openness, communication during emotion, eliciting personal

101
resources and trust. These elements are very important in Starting
Organizational Development (OD) intervention. It is upon these that the
context forinterpersonal communication issetand the process of
improvinginterpersonalskillsandothersubsystemprocessesinorganizationalim
provementandadaptabilityare based.

KEY POINT
One point that you may wish to note is that every department or
office in organization is constituted of people. For the tasks of these
people to be accomplished, without hitch, communication-effective
communication becomes the driving force of personal, group, and
entire organizational success.

STUDENT SELF ASSESSMENT TEST

1a) Why is directive communication important in a group?
b) Does it have any defect?
2) If you have a group assignment, but one member decides
to work alone, what effect will this have on the final
product of the group?

4.0 CONCLUSION

Communication remains central to the success of any group or organizational

transaction or business. The conclusion to be drawn
fromthisunitisthatwherethepurposeandprocessofcommunicationarenotclearly
defined and closely followed, thecorporate success of any office and
organizational as a whole can hardly be attained.

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5.0 SUMMARY

We defined communication largely as a process of human interaction which

may be oral or written.

The unit tried to explain to you the concept or ideas which constitute
communication, and put forward a number of statements which seek to
explain the concept of communication.

The purpose of communication is explained in terms of the goals it seeks to

accomplish in an organization.

In discussing the communication process, we observed that it involves all the

steps that need to be taken to make communication effective. In this unit,
communication is classified into four main groups: unilateral, directional, and
transactional and interpersonal.

In unilateral or downward communication, the speaker initiates a message

which terminates with the listener. Directive communication occurs on the
form of face-to-face situation where the sender gives a message to the
receiver, and this is taken as being understood by the receiver.

Transactional communication is a two-way interaction where the participants

try to understand themselves, as the message flows in both rather than one
direction.

Interpersonal communication is usually effected through a face-to-face

process.

The characteristics of interpersonal communication include openness

communication during emotion, eliciting personal resources and trust.

6.0 TUTOR-MARKED ASSIGNMENT

1a)Attempt a definition ofcommunication

b) Outline five attributes of communication in an organization
2a)Brieflyexplainthe purposeofcommunicationin abusinessoffice.
b)What do you think would happen to human organizations if
communication is noteffective?

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3. Compare and contrast unilateral communication anddirective
communication.
4. With a suitable diagram, demonstrate why transactional
communication is the preferred type of communication in an
organization.

7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Aggarawal, Rohini (2002) Business Communication and Organization and

Management. New Delhi Taxman Allied Services

Coates, G (2009). Notes on communication: A few thoughts about the way

we interact with the people we meet. Retrieved from
http://www.wanterfall.com/Downloads/Communication.pdf on 21/08/2019

Dubrin, J. Andrew (1990) Effective Business Psychology. Englewood

Cliff: Prentice. Hall.

Katz, Daniel, and Khan, Robert (1988) working Smart”. Personal Report for
theExecutive.

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UNIT2:METHODSOFRECORDSPROCESSING

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

Records management is part of information management because it involves

the systematic analysis and control of all forms of records which include paper
records, microfilm, and optical media. Records management (RM) is the
supervision and administration of digital or paper records, regardless of
format.These forms of records management involve the use of improved
electronic technology to store information other than conventionalfiles.

However, the management of paper records which are written communication

remains the major focus of many conventional and moderate or average
electronic office.

Records management is one function which is common to offices in small or

large organizations. The size of an organization generally determines the type
of record management that may be operated there. In this unit, you will be
made to understand some basic methods of recordsstorage.

2.0 LEARNING OUTCOMES

Afterstudying this unit, you should be able to:

1) Define the concept offiling

2) State the purpose of a good filingsystem
3) Show evidence of an efficient filingsystem
4) Demonstrate how filing isorganized
5) Determine the constituents of a good filingsystem
6) Identify steps infiling
7) Identify the range of officefiles
8) Categorize files in termsof priority oftreatment
9) Describe the steps of filemovement
10) Explain the process ofcross-referencing
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3.0 MAINCONTENT

3.1 THE CONCEPT OFFILING

You may recall that when you first enrolled in your programme of this
university, you were given documents which you were required to file, that is
placed in your file jacket. You should at this point note that filing simply
means placing the right papers or documents in the right file.

A more technical definition of filing is that it is the process of collecting,

classifying and arranging documents for the purpose of keeping and ensuring
that they can quickly be retrieved wheneverrequired.From these definitions,
it can be deduced that keeping documents in a safe place and being able to
find them easily and quickly.

This is the most important part of the filing process because a file which is
placed in the wrong file could be difficult to find when the document is
required.

KEY CONCE PT
Filing is done in order to find documents with ease-
whenever they are required

Much of filing work that takes place in an office include letters, forms inquire,
circulars and other documents that have been received by the organization.
When these documents have been filed, they now become officerecords.

3.2 PURPOSE OFFILING

Filing documents is meant to achieve three main purposes:

1) Protecting the document from wear and tear that may arise out of frequent
use or poor handling, dirt, dust or unforeseen circumstances, such as fire or
floodwater.
2) Retrieving the document withoutdelay.
3) Providing the source of evidence in case of litigation or similarsituation

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3.2.1 Evidence of efficient filing

An efficient filing system should exhibit the following features:

- The filing system should be simple and quick to understand andoperate.
- The filing cabinets should be conveniently located while the files. within
the cabinets should be easy to find. Authorized staff should be able to
have easy access to thefiles.
- The filing system should be suitable for the type ofbusinessundertaken
by the organization.
- The system of filing should be easily adaptable to the change or
modification in the businesstrend.
- The filing system should be easily adaptable to personnel or equipment
changes within theoffice.
- Thefilingsystemshouldnotbetooexpensivetoputin place.
- The system should ensure the safety of the documents and the equipment
used in storingthem.

3.3 ORGANIZATION OFFILING

Official files may be organized at the central level or at the departmental level.
Filing which is managed centrally is referred to as “Centralized filing”. The
one which is organized department by department is referred to as
“Decentralizedfiling”.

3.3.1 CentralizedFiling

In a centralized filing system, the files and the filing facilities are located and
maintained in a specialize department from which the various divisions of the
organization are served. Essentially all the organizations or firms' documents
are filed in one single section of those organizations. In other words, it is the
filing system in which the records for several people or units are located in one,
central location; and generally, under the control of a records staff person or in the
case of large centralized filing systems, several people. Messengers from these
other sections come from time to time to collect or return theirfiles.

3.3.2 Advantages anddisadvantages

- Thereismoreeffectivesupervisionandcontroloftherecords
- It provides anopportunity for more specialized staff to be used for the
filingfunctions
- Duplication of documents and equipmentis controlled
- A standardized and uniform filing system can easily be established for
theorganization.

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- It allows effective and efficient follow-up system and absent- file system
to be put in place.
- It allows for effective use of equipment, supplies and space.
- It provides improved security of the documents.

3.3.3 Disadvantages
The disadvantages of centralized filing include the following:
- Possible delays in the retrieval of documents or files because
ofdistanceandthelongbureaucraticprocessthatmightbeinvolved
- The centralized filing system adopted by the firm may not be suitable for
somedepartments.
- The confidentiality or safetyofclassified (e.g. secret) documents may not
beguaranteed.
- The centralized filing system may create room for the dumping
ofoutdatedorunwanteddocumentsfromother departments.
- May require full-time staffing.
- May require investment in more efficient filing equipment and/or
automation.

3.4 DECENTRALIZEDFILING

A decentralized or departmental filing system is one in which each section or

department keeps and maintains its own files and filing facilities. The function
of filing may be assigned to a few officers who may also have some
otherschedules.

3.4.1 Advantages

The following advantages are claimed for decentralized filing:

- It is convenient as it enables personnel in each section to have easy access
to files anddocuments
- Each department may use the filing method if deems more suitable to its
line ofbusiness
- It is time-saving as documents can easily beretrieved.
- It is much easier to preserve the confidentiality ofdocuments
- The departmental filing provides a good training ground for the staff.
- Staff feels more comfortable knowing they are in control of their own filing
and retrieving.

3.4.2 Disadvantages
The disadvantages of decentralized filing system are as follows:
- It is expensive tooperate
- It involves duplication of documents andequipment
- Incompetent officers may mishandle and therebycausingthe loss of files

108
- Supervisionandcontrolis lesseffectiveindecentralizedfiling
- Confusion as to where information can be found, especially if a staff
member is absent.
- Lack of uniformity or consistency.
Combination System
There are also ways to structure your system using a combination, or
centralized/decentralized system, of these two approaches. Centralized control
is established through a "records liaison" or "records manager" who is the
centralized point of contact for records management in the office and who has
responsibility for maintaining the office file plan and ensuring established
procedures are followed.
Those records which are maintained at individual work stations are also part
of the organization's filing system and included in the office file plan so that
everyone in the office knows where the records are located and who is
responsible for maintaining them.

3.5 DETERMINING EFFECTIVE FILINGSYSTEM

An effective filing system may be determined by the ease with which
documents could be retrieved. To ensure this, an efficient filing processmust
be established. Let me briefly discuss theseprocesses.
i. Inspecting correspondence: Each incoming correspondence must be
examined to ensure that it has been released for filing. Release marks or
symbols are special marks that are made on the file to show that it has
been dealt with. Release mark maybe just a signature, a live across the
paper, a large ‘F’ to indicate the document has been filed. It could be an
instruction stamped on the paper to fileit.
ii. Reading and indexing: You should each letter thoroughly to determine
how it should be indexed and filed. This means determining the name,
subject or other heading or caption by the way the correspondence will
berequested.
iii. Coding: Coding here means marking the indexing caption of papers to be
filed. One way of coding so is to underline the indexing caption which
could be a name, subject or place. Coding saves time when papers are
filed for the first time and when they are filed after use.
iv. Cross-referencing: A letter may be called for under more than one name,
subject or place and across-referenced under other names or subheads.
v. Filing: Carve it and proper filing of a document should be made. You
should ensure that the right file jacket or folder has been selected and that
the letters are correctly placed with the aid of a string with metal looks at
both ends. Iron file tags which are normally placed at the centre of the
file jacket may also be used. Irrespective of their paper sizes all
correspondence should be filed with heading to the left so that they can
be read at the same time like a book.

109
Number every filed document with red ink or biro for the purpose of
reference, and to avoid removal withoutnotice.

3.6 STEPS INFILING

After going through the file under, and seeing that there are letters or
documents that have not been filed proceed to file as follows:
i. Assign a name to each file, using either blocked capitals or inject black
typed capitals and provide dividing guide cards for every twenty to
thirtyfolders
ii. Sort and group correspondence in suitable filingorder
iii. File systematically and neatly, in the order in which the documents come
each day and place each one squarely them squarely in their
respectivefiles.
iv. Ensure that each correspondence is placed correctly on the right folder by
checking the file index properly, and where a document is to be placed in
more than onefile use clearcross-reference.
v. Remove all paper clips, and in their place, use staple for papers that need
to be kept together, to avoid single papers being trapped and being
filewrongly.
Note that filing is done in date order and placing thelatest paper on tap or
in front and number it. Where the firm uses the book number, put the latest
paper at the back and numberit.
vi. Removing individual papers in a file should be avoided to avoid misplacing
them. Prepare markers for all absent files or you should place ‘out card’
where files areremoved.
vii. Where there is insufficient correspondence from a source to warrant
opening an individual fill, such correspondence should be placed in the
miscellaneous file and ensure transfer from the miscellaneous file to
theindividual folder as soon as there is enough correspondence forit.
viii. Remove “dead” materials to transfer file (dead file) to avoid the file
becoming too bulky. Alternatively, a new file should be opened under a
newvolume.
ix. Keep your card index ready for quickcross-referencing
x. To update your filing system, you have to file daily, as this would enhance
efficiency and easy retrieval offiles.
3.7 RANGE OF OFFICEFILES
Files are often described in line with the level of theiruse in an organization.
The levels which files are used are based on how active they are often in
demand. Six levels of file activeness are identified asfollows:
1) Active file: Files in this category are always in demand for action by
schedule officers. Examples include personnel files, wages and salaries
files, work in progress or contract files in this category are kept in a place
where they can be easilyreached.
2) Semi-Active file: Files in this category are relatively action, in other
words,thefrequencywithwhichreferenceismadetothemisnotashigh as those
in the first category.

110
In this class, are files on disciplinary and promotion matters.
3) Inactive files: As the name implies files in this category are dormant, as
it contains obsolete papers and documents which the organization is
required by law to preserve for a stipulated number of years before they
may bedestroyed.
4) Pending files: Pending files are those that are kept in abeyance, since
action maynotbetakenonthemuntiloccasiondemandsit.
5) Temporary files: This file contains correspondence that require urgent
action, but which cannot be treated in their original file, owing to the
engagement of the file at the particular time. Such correspondences are
returned to their original files as soonas action has been completed
onthem.
6) Miscellaneous files: Correspondence which does not have specific files
of their own is treated on the miscellaneous files. When the
correspondences have eventually been transferred to their main file, the
miscellaneous file isdestroyed.

3.8 CATEGORIZATION OF FILES IN TERMS OF PRIORITY OF

TREATMENT

It is not every file that comes into an office that is given equal treatments. As
a rule, files are treated in relation to the priority of their treatment. This retried
to indicate briefly in a previous unit. It is on this account that files have been
classified under four levels in the order of their importance or importance of
their contents. They are asfollows:

1) Top secret files: This type of file is handled with the highest degree of
confidentiality. Information on such a file is restricted to top
managementstaffbecauseofitsverysecretiveandsensitivenature.
2) Secret file: Files in this category with a high sense of confidentiality.
Matters in this file are usually restricted to some categories of senior staff.
3) Confidential file: Matters on this type of file are private andpersonal
in nature and usually relate to employees of the organization, and to enquiries
that are personal on nature.
4) Open file: This file contains matters which any office staff of the
organization may have access to. Nothing in it is confidential or
restricted.All files of confidential or secret nature are usually treated in the
secret registry. The envelopes and the content of such letters are often
marked top secret, secret or confidential. The mail clerk must always take
such correspondence to the secret registryunopened.

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3.9 FILEMOVEMENT
One evidence of a good filing system is best demonstrated by the extent to
which the movement of files is maintained.

One document which is needed to maintain efficient file movement is called

the file movement book or file movementregister.

A file movement register is a booklet which is used to keep the movement of

files which leave one department or section of the organization. A typical
example of the file movement register is shown in fig… as follows.

Fig M4. 2: FILE MOVEMENT REGISTER

File Date Collec Date
Dept Returned Date
Nam/ No. Borrowed ted By Collected
By Returned

As indicated above, the register records the file number, date borrowed,
thedepartment which borrowed it, the officer who collected the file and date
of collection. When the file is returned the identification of the staff who
returned the file and date returned must be indicated. By this process, when
the file is missing, it is possible to trace it to the last office or department
which signed for and collected the file.

3.10 CROSS-REFERENCING

Cross-referencing means providing data or information that would enable one

to get information or correspondence in respect of a person or firm, in an
alternativefile.Cross-referencing is done when the subject matter is broad and
contains several different filing features, or is closely related to two or more
subjects when the document affects or is functionally connected to two or
more departments

Generally, people, particularly women change their names when they are
married. Firms may also change their names as a result of merger.

Filing clerks, therefore, have the responsibility of organizing the system in

his/her file so that anyone who is looking for an out of date name would be
directed to the new or more current name. This is what is involved in cross-
referencing.

Usually, a sheet is made out as shown below and placed in files under the
oldname:

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 FORM 4.3
CROSS REFERENCE SHEET
FOR CORRESPONDENCE: Maria Ekpenyong

SEE
Mrs Maria Okafor

Cross-referencing can also be used for goods and suppliers, for example:

For suppliers of computers, look under Electronic equipment, cross-

referencing may also be used for a variety of items such as a letter dealing
with two topics; e.g. (see example)

FIG.M4.4
CROSS-REFERENCE SHEET
FOR CORRESPONDENCE FOR Complaints

SEE
Payments and Complaints

STUDENT SELF ASSESSMENT TEST

1) Dra w cross-reference sheets and enter the following:
a) The firm of Udo-Udo Enterprises is now known
as: Udo-Udo & Co;
b) Miss Hauwa Ibrahim is now known as: Mrs Hauwa
Ibrahim-Kolo

113
4.0 CONCLUSION

This unit has dealt with the processes and steps that are essential to the setting
up and maintaining an efficient filing system. The point which the student
should take as the conclusion of this unit is that without the mastery of the
essential steps to setup viable office records could be difficult.

5.0 SUMMARY

This unit has explained the concept of filing as storing information a

retrievable form. The purpose of filing is that it acts as a means of preserving
and retrieving documents. Evidence of a good filing system is such as having
a number of attributes such as theconvenient location of files within file
cabinets, easy and adaptable filing system. Two forms of organizing files
include centralized and decentralized methods. Their strengths and
weaknesses have beennoted.

How to determine the effectiveness of filing systems include the ease with
which documents could be retrieved among others. The major steps include
inspecting correspondence, reading and indexing, coding, cross-referencing,
and correctness offiling.
Steps in filing involve assigning a name to each file sorting, filing
systematically, ensuring that every correspondence is placed in the right file,
and soon.

Office files may be put under six types of files: active file, semi-active file,
inactive file, temporary files and miscellaneous file.

Files may also be identified in terms of their priority of treatment: namely,

top-secret, secret, confidential, and open file.

To ensure efficient movement and file retrieval, a file movement book or

register has to be formed.

Finally, the concept of cross-referencing and the procedure for effecting

cross-referencing has been clearly demonstrated.

6.0 TUTOR-MARKED ASSIGNMENT

1) What does filing entail?

2a) List Tencharacteristics of anefficient filing
b) Describe anyfive of them in detail

114
3) Showtheadvantagesanddisadvantagesofcentralizedand
departmentalfiling
4) Describe the 5 steps you would take to determine an effective filing
system.
5) If you observe that someletters have not been filed, explain the steps
you would take to filethem.
6) How would you classify files in the order of information which they
contain?
7) Why is it necessary to have a file movementregister?
8) With appropriate cross-reference sheet treat the following for
effectivecross-referencing:
a) Correspondence from Mr Okonkwo of Edo Broadcasting Networkis to
be filed in future under silver birdtelevision
b) Miss. Jane Amah is now married. Her married name is Soludo, and her
correspondence will be filed under Mrs Jane ChimaSoludo.

7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House
Amadin, M.S. (2004) Modern office practice-Lagos: In print services Foster,

Thelma J. (1990) Office skills. Stanley Thornes Pub.

Houghton and Mifflin Company (1995). The Professional Secretary's

Handbook. Boston: Houghton Mifflin.

115
UNIT 3: CLASSIFICATION OF FILINGSYSTEMS

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

There are a variety of filing systems. This is why different offices use different
methods to classify their files. Essentially the success or failure of any filing
system is largely determined by the choice which an organization makes.
Again, the nature of business undertaken by a firm can also influence the type
of filing system to be used. In this unit, you will be taught the different
methods of classifying files, with the intention that you will be properly
guided in your choice of a file classification system, particularly with
reference to the level of efficiency of thesystem.

2.0 LEARNING OUTCOMES

At the end of studying this unit, you should be able to accomplish the
following:

1) State the importance of designing anappropriate system of file

classification
2) Explain the principles of alphabeticalclassification
3) State the principles of subjectclassification
4) Describe the principles of geographicclassification
5) State the numericalclassification
6) Explain the principle of alpha-numericfiling

3.0 MAINCONTENT

3.1 DESIGNING THE APPROPRIATE CLASSIFICATIONSYSTEM

The first consideration in file classification of filing is irrespective of where

the file cabinets are kept and whether paper files, magnetic or microfilms, a

116
manageable system must be developed not only for the current records but
with an eye on future expansion.
For the purpose of consistency, where one type of file includes thesame
material in paper and electronic, you should use the same naming system, e.g.
alphabetical or numerical, for both. On the alternative, you may wish to
develop a cross-reference index for them. If you happen to file documents on
disk, or other media, follow the file naming instruction of word processing or
other programmes that theyuse.

3.2 CLASSIFICATION OF FILINGSYSTEM

3.2.1 Alphabeticalclassification

Alphabetical classification can generally be applied to names, places and

other subjects. According to alphabetical classification, letters from different
parties or relating to various subjects are arranged and put in different file
covers on the basis of the first alphabet with which the name of the party or
subject begins. The first alphabet of the name or surname or the subject is the
preliminary guide to the position of the file. The same words used in
alphabetical and computer filing, but it is likelythatsuchwordsmaybe
abbreviatedinthecaseofadiskfile.

A-Z rules: generally, the A-Z rule apply in thealphabetical filing, however,
special rules may beapplied in certain cases.

The general rules for alphabetical classification of under alphabetical filing

are as follows:

i) FOR PEOPLE: USE SURNAME AS FILINGPOINT:

AKPANMICHAELEWERE YUSUF MARTINA OLAITAN OLIVER TIMI

Where there are people with the same surname, file the second name or initial,
if full second name or initial, if full second name is not known:

ODOGWU CAROLE F ODUGWU CAROLE EJIRO ODUGWU CAROLE

W ODUGWU CAROLE YEMISI ODUGWU CAROLE Z

Where there are identical first names and surnames, file in the alphabetical
order of the towns which the people live:

117
 EDEM UDOABEOKUTA
EDEM UDOCALABAR
EDEM UDOENUGU EDEM UDOORON
ii) NACNAMES
For those working in companies where there are foreigners with Mc,
Mac or M, file the names as if they were all Mac:

McBeth, Simpson
McBride Elizabeth
McHenryDan Mackenzie Harry

iii) SAINT NAMES

File all ‘saint’ surnames with ST as of this were spelt saint: ST

Gabriel
ST Genesis ST John
ST Lawrence
ST Martin’s finance Co. Ltd

iv) TITLES

Ignore titles altogether fromthe point of view of filing: NWOSU

LadyJane
NWOSU Margaret
NWOSU Mrs Tina Igbinedion Mrs Ijeoma IgbinedionSir Gabriel
Ndinechi Prof. Gabriel Monday LadyOkuosa Odumegwu Nazi
Eke

v) SHORTERNAMES:Fillshorternamesbeforelongerones:

UDOAKPANUDOETTE AKPAN UDOETTEYENAKPAN

vi) HYPHENATED NAMES: Fills with hyphenated names are filed

bythefirstpartofthename,in otherwords,ignorethehyphenandtreat
thewhole name as oneword:
EKE-NSEFIK EDET
OBONG-ETE EKPENYONG
SAM-UBA IMO

vii) FIRMS: Some registered names of firms include thefirst name. Where
this is the case, file under thesurnames.
FOR OBI, G, Nwankwo & Co. Ltd., file as Nwakwo Obi G & Co.
Ltd.
Where the registered name of a firm includes two surnames, file
under the first surname; e.g. file
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 Lawrence and Imo PLC
File as Lawrence and Imo PLC
Where a firm’s name which includes a number, file as if the number
were spelt in full:
FOR: THE 469 CLUB, file as sixty-Nine Club (The)
Ignore the words; ‘The’ and ‘A’ on names of firms. For the
following:
The Mercy Honey Processing Ltd A Modern Honey Business
File as: Modern Honey Business (A) Mercy Honey processing Ltd
(The)

viii) Firms whose names consist of initials should be filed before

firms whose names are written in full:e.g.
NDF Production Co PLC Marvel Furniture Co. PLC
However, if you know what the initials stand for, file
normally: PHCN is the filed as
Power HoldingCompany of Nigeria

3.2.2 SubjectClassification

Subject filing is a useful method for classifying paper under different topics.
Each topic or subject is usually filed in alphabetical order of the main subject
in question. This method is particularly useful in classifying names.

The following categories of subject may be classified or filed under subject

method; e.g.
WagesVacation Receipts Promotions Rates
Bank Salaries Shares

Topics which are related to each of these titles are filed under each of them.

On the other hand, the subject filing may be done hierarchically, that is in the
order of importance. In other words, where there are groups of items or
various subjects where to put some of them.

How to organize them so that items of one class is not put inanother one,
becomes a major filing issue. For instance, we may have the following series
ofsubjects:

General processing unit

Impact peripherals
Output peripherals
Ancillary storage devices
System soft way

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According to Houghton Mufflin (1995), each of these series might be
subdivided into two or more primary categories. E.g.

Output peripherals
Paper printers
Display terminals

A primary category e.g. output peripheral may be further sub-divided into

secondary categories as follows:

Pot matrix printers

Typewriter-Qualityprinters
Line-Printers
Display terminals
CRTDisplay
Flat-panel display

The secondary category may further be divided as required.

The advantages of hierarchical filing: One of the advantages of this system

of subject filing is very systematic as it reflects the structure of the activity
through which the documents themselves were created. The system is useful
for browsing since all related documents are grouped together in the file.
Documents could also be retrieved at varyinglevels.

The major disadvantages of hierarchical filing are as follows:

- The consuming toconstruct

- Requires a thorough understanding of the activities by which files
arecreated
- It provides only one place to file a givendocument

3.3 Geographic classification offiles

Geographic arrangement of files can be said to be a variant of alphabetical
filing. Geographic filing is more commonly used in architectural offices,
building or construction offices, where large plans have to be filed in the order
of say, cities towns, country, states, or local government, areas or territories.

The geographic filing is advantageously useful for grouping correspondence

by territory; for distributive organizationsand export departments of large
companies with a wide range of customers scattered across many countries. It
is useful when the need arises when there is a need to review a firm's activities.

120
In terms of disadvantages it requires:

i. An index for easyreference

ii. It requires, employment of a knowledgeable clerk in order to avoid
mistakes

3.4 NUMERICALCLASSIFICATION

This method uses numbers rather than letters to divide the filing pockets of a
filing cabinet. This method is easy to use because each new file receives the
next number and added to the end of the existing files. In numerical, filing
files are separated with guide-cards which may be numbered in multiples of
ten. For example, 1-10, 101, 110……… The number which is
allocatedtoeachfileautomaticallybecomesthefilesnameandindexedseparately
alphabetically. This explains why numerical filing is the reverse alphabetical
filing since itis from thealphabeticalindex that a file number can be known.

The strength of numeric filing has on the fact that it requires fewer rules, but
you must ensure that the name (alphabetical, and number index rule has to be
maintained). Again, the following advantages may be claimed for
numericfiling:

1. It maintains about the greatest accuracy infiling

2. Additional folders may be added without having to rearrange the
existingfolders
3. It is simple to operate.
4. It makes provision for expansion in the case of anindividualfolder
5. Chances of misfiling areslim.
6. The index provides a complete list ofcorrespondents and customers
On the negative side, the following defects may be identified:
1. The system requires a separate index, and thiscould be costly.
2. A lot of time is lost in an attempt to open a newfile.
3. It takesafairlylongtimetoreferfortheundercardwheneverpapers are
needed to beretrieved.
4. It needs more space and numerical transposition of figures is possible
as 298 instead of 289.

3.5 ALPHA-NUMERICFILING
This combines thealphabetical and numerical filing system. This is
alphabetical filing which is divided numerically. The procedure is to involve
preparation of alphabetical guide-guides, while the folders are numbered in
sequence behind the guide-cardA.
For instance, a folder for Abia line appears behind the guide card A. Thus, if
it is the first folder, under this alphabet, it is numbered A1. The next name
which appears next becomes A2 and soon.

121
121
 SELF ASSESSMENT TEST
1) List five factors that you would consider when classifying
files
2a) Why is numerical filing so called?
What do you consider to be the advantage of alphabetical
classification of files over numerical classification?

3) Pay a visit to a business and a government office and try to find

out
how they classify their documents

4.0 CONCLUSION
The importance of classification of the filing system can be seen on the
ability of a firm to organize and manage its records effectively and
efficiently.

The conclusion from the study of this unit is that an organization is as effective
and efficient to the extent to which it can classify its records system.

5.0 SUMMARY
The unit started by emphasizing the fact that whatever system of file
classification is adopted, it must meet not only the immediate but also the
future needs of the organization. It has been shown that alphabetical
classification can be applied to names, places and other subjects. It has also
been emphasized that the A – Z rules apply to alphabetical filing in terms of
using surnames as the filing potato for people, titles, hyphenated names, and
soon.

Subject classification is useful for classifying papers. Each topic or subject is

often filed in alphabeticalorder.

Hierarchical filing is observed to be very systematic as it reflects the structure

of the activity through when the document themselves were created.
As a variant of alphabetical filing, geographical filing is often used in
architectural offices, where plans are to be filed under country, state or
territorial locations.

Numerical classification of files uses numbers rather than letters to divide the
filing pockets of a filingcabinet.

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Alpha-numeric classification of files combines both the numeric and
alphabetical filing system. Alphabetical filing is divided numerically.

The advantages and disadvantages of the various filing classification systems

have also been discussed.

Go back to the main text and try to master what you have been taught.

6.0 TUTOR-MARKED ASSIGNMENT

1. Differentiatealphabeticalandsubjectfiling
2a) Explain what method is hierarchicalfiling
b) What are its strengths andweaknesses?
3) Explain the principle behind alpha-numericfiling

REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House
Amadin, M.S. (2004) Modern office practice-Lagos: In print services

Foster, Thelma J. (1990) Office skills. Stanley Thornes Pub.

Houghton and Mifflin Company (1995). The Professional Secretary's

Handbook. Boston: Houghton Mifflin.

Parson, C.J. (1988) Communication for Business Students. London:

Edward Arnold.

123
UNIT4: SYSTEMSOFFILINGANDINDEXING CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

As we indicated in Unit 3 classification of files by which alphabetic, numbers,

subject titles, location geographical, time sequence, or electronic processes
are used to arrange papers.

On the other hand, systems of filing involve the methods of placing files in
the file cabinets or containers. In this unit, the various methods of doing so
will be explained.

2.0 LEARNING OUTCOMES

After reading this unit, you should be able to:

1) Adopt the different systems of filing in anoffice

2) State the principles involve in microfilmfiling
3) Applytheprinciplespaperfilingtoelectronicfiling
4) Applyappropriatetheprinciplesforindexingdocuments
5) Describe the different types ofindexes
6) Describe the relevance of follow-up systemsin thefiling of documents
7) Describe the basic equipment that may be available for filing and
preservingdocuments.
3.0 MAINCONTENT
3.1 TYPES OF FILINGSYSTEMS
As indicated in our introduction, filing systems have to do with the methods
of placing files in the file cabinets or containers. The next point you have to
note is that files may be placed in the file cabinet or containers. The next point
you have to note is that files may be placed in the file cabinethorizontally,
vertically or laterally (as in the case of books) some of the methods by which
files may be placed in the file cabinets are discussed below.

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3.1.1 Horizontalfilling

Horizontal filing otherwise called flat filling remains one of the oldest
methods of filing. The system is used in modern times to keep drawings,
charts, plans, photographs and tracing papers which are stored in flat positions
in cabinets which are filled with shallow drawers. Few organizations which
still maintain this type of filing system include those of engineering and
architecture.

This system is only effective where the volume of correspondence is small,

and where there is a need to keep a particular set of papers together.

As indicated above, it is only required when the volume of correspondence is

small. Itsusefulness in modern business organizations appears to be waning.
The advantages of horizontal filing are:
i. This method is simple to understand, easy to operate and economical
to maintain.
ii. Letters can be referred to in a file without removing them from it.
iii. As letters are chronologically arranged, it becomes very easy to locate
them.
iv. The files are well protected from dust and moisture as thick covers and
cupboards are used.
Some of the disadvantages are:
i. It is not very flexible.
ii. It is difficult to remove papers from files lying at the bottom or middle
of the heap.
iii. This system cannot be profitably used by large offices.

3.1.2 VerticalFiling:

Sometimes referred to as drawer filing owing to the fact it owes its origin to
the use of drawer filing cabinets. Vertical filing is a highly adaptable system
since it can be used in a variety of classifications to suit the requirements of
different organizations. Some file may use as many as six drawers. Documents
are filed vertically in the drawers.

What is needed to operate a vertical filing system includes strong or hard

folders and guide cards which may be tabbed in alphabetical order.

The following are the advantages of vertical filing system:

i. Papers and folders cannot easily bedisplaced

ii. Folders need not be removed when inserting or removing papers
from thefile.

iii. Documents can easily be protected fromfire.

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 However, the following are the disadvantages of a vertical system of filling:
i) It is only accessible to only one person at atime
ii) It is expensive tooperate.
iii) It tends to take additional space when the drawer isopen.
3.1.3 Lateral Filing:
Lateral filing is synonymous with book filing because files are placed on the
shelves like books are the files are demarked by vertical dividers at intervals.
Interconnected concertina pockets hung on the rails are filled laterally in
cupboards orshelves.
One advantage of the lateral filing occupies less floor space, cheaper to
operate than vertical filing. Files are easy to remove and replace.The folders
are hung on the railing of the shelves. It is economical because it occupies less
space. All the files are visible simultaneously.
On the contrary, files may be easily exposed to dirt and dust. Reading of file
titlesmaybe difficultbecauseof thewayfiles areplacedoneachother.
3.1.4 Suspension Filling:
In suspension filing, files are suspended vertically from metal frames which
are fitted inside the drawers. The pockets are provided with flat tops which
house the printed or typed titled strips. To prevent miss-filing several colours
of the strips are used. The pockets are arranged in the form of concertina in
order to prevent the loss of documents which may become loose.This method
of filing with the help of suspended folders is also called hanging filing.
Note that a folder is provided for each suspended pocket and labelled to
correspond with the title strip; papers are filed in the inner folder and placed
inside the suspended pocket. The pockets can accommodate several folders.
The advantages of suspension filing may be listed as follows:
1. Coloured metal chip-on signals are used as reminders or to indicate
important facts tostaff.
2. It is easy to add new files withoutdifficulty
3. It allows for conspicuous, display of names or numbersof files
4. It is easy to find inside folders and to replace the same wherenecessary
5. All titles become visible as the drawer isopened.
On the negative side of this filing system, is that a long time and serious care
is required to label folders to correspond with the title strips, poor arrangement
of tabs may result in poor visibility of files.
3.1.5 Visible Records Filing
In this system, files are so arranged that they overlap one another leaving the
top or bottom edges exposed for easy and quick reference. Descriptions of
records like - name of correspondent, file number, subject etc. are written on
these exposed edges for ready reference.

3.1.4 Rotary Filing

In this system, files are attached to belts or series of rings which are connected
to a wheel. The clerk has simply to rotate the wheel to get the file quickly.
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Motorized filing equipment is also available which is electrically operated.
The files are so arranged and stored that the operator, simply by pushing a
button or dialling a letter, gets the required file at hand. The operator needs
special training and the equipment used is very costly.
3.2 MICROFILMFILLING
Microfilm filing involves the process of retaining documents for which
permanent record is required to be kept. The process involves
takingphotographs of documents and reducing their sizes in order to reduce a
large amount of information into a small role of films or separate frames of
films.
Documents are usually microfilmed in order to:
- Protect the content fromfire
- Preserve vital or confidentialrecords
- Safeguard customers cheques bybanks
- Keep the records of books and other information in thelibraries
- Keep records of plans drawings, sketches or maps in a drawing office
- To keep records of case history of patients in thehospitals
- Keep the record of history at the policestations.
Two types of equipment are required for making microfilm records:
1) Camera for filing thedata
2) Scanner machine for projecting the filmed documents on to the screen
for immediate or subsequentreading
Microfilming provides an economic method of filing and preserving
records on a relatively permanent basis.
However, microfilming equipment is expensive and may be difficult
to retrieve one’s records for one’s use.
3.3 ELECTRONICFILING
With thecomputer-assisted document, filing and indexing and index data may
be stored and processed electronically, however, the documents themselves
still remain in the paper or microform. Inappropriate filing systems, some or
whole documents may be stored in a machine-readable, computer-processed
form on magnetic disks or other media. [You need to note that there are two
formsofcomputerstorage:Theseareon-line-storageandoff-linestorage.
Online storage:
The following procedure may be adopted in developing on-line storage
- Create a document: Enter the file name or other indexingterms
- Insteadof printingout a copyormicrofilmingthedocument,retainit on a
disk for retrieval later.
This technique is said to be particularly effective when using multi-
terminal installations where documents can be accessed even from
remote workstations.
The advantage of storing documents in computer system saves space
than would be the case in a paper filing system.

The disadvantage ofcomputerfilingisthatdatastoredoncomputer-processed

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magnetic media are not stable and must be recopied from time to time to
prevent deterioration orloss.

Off-line storage:

The storage space provided by most word processing processors is too limited
to accommodate extensive records and large database. So as available disks
become full, older records have to be transferred somewhere also for off-line
storage such as magnetic tape or microfilm. CD-ROM and other recording
media may be used to provide additional storage space, in which case the
potential of electronic filing systems can be ascertained as more documents
can be allowed to remain on-line for a considerable period oftime.

3.4 INDEXING

By indexing is meant the process of selecting the main title or name under
which a document is to be filed. The term may also be used to describe the
device for finding the position of records in a filing system very quickly and
easily.Indexing is an important aid to filing. Filing and indexing are so inter-
related that filing without indexing is incomplete and indexing without filing
does not exist.

One important point you must note is that the speed and ease with which you
may retrieve records from a filing system will be determined by the efficiency
with which you have used or adopted to select parts of the names of tiles to
be filed or have beenfiled.

For effective indexing, observe the following rules:

3.4.1 Individual Names: use surname prefix as part of indexingunit.

Usually, the surname, e.g. in Eke Michael John, since Eke is the surname, it
becomesthe first or main indexing point: -

EKE, Michael John

In the case a name such as Babagana J. it is indexed as:
BABAGANA J.
In the case of Names such as
Mc Mac, De, La, e.g. La Macquist the name is indexed as are
surname:
LAMACQUIST, Romano

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3.4.2 Hyphenated names:

Treat hyphenated names, as are name and index as a unit. For example, Grace
Ojomo-Paul becomes: Ojomo-Paul Grace.

3.4.3 Titles andDegrees:

Titles are not considered for the purpose of indexing. For instance, Sir John
Odey, becomes, Odey, Sir John; Dr Peter James becomes James, Dr Peter.

3.4.4 Articles:

The definite article 'THE' should be put at the end when indexing: e.g. the
peoples Club of Nigeria, becomes: Peoples Club of Nigeria, THE. Where the
article comes in the middle of the name, place it on parenthesis rather than
removingit.

3.4.5 Abbreviations:
As in the case of filing, this is indexed as if they were spelt in full e.g. Ltd.
Inc. Co., Bros. are treated as separate indexing units.

3.4.6 Numbers:

Treat these as words e.g. 2009.

3.4.7 GeographicalNames:

E.g. Akwa Ibom state, Abia state, are treated as one indexing unit for
indexing purpose.

3.4.8 Names andNumbers:

Names consisting of initials and numbers are placed at the reigning of

appropriate letter group A1 steel Company; ADC Transport Ltd and AGR
Agric. Co.

3.4.9 A close look at the methods applied in alphabetical filming shows

a close relation withindexing:

In other words, the techniques used in filing alphabetically could easily be

applied to indexing documents of different titles.

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3.5 TYPES OFINDEXES
There are a number of indexes that are used in record keeping. These include
Card Index, strip index visible card index, Rotary card index, page index,
vowel index and punched cardindex.

Let us nowbriefly describe how each of these indexes work.

3.5.1 CardIndex:

This is a device which is used to keep records, particularly in thenumerical

filing system, since it is not always easy to go directly to the file with a
reference card index. This card index which is alphabetical order is used to
look for the number which is allocated to the file. Card index may also be used
as a guide card to help filing officers in locating files particularly in the case
of the alpha-numerical filing. The absent file card is normally inserted to
indicate that a file has beenremoved.

A guide card looks something like this

BE – BL – BP – BP
BA – BK BO
BD

3.5.2 StripIndex:

This is a device, whereby strips of paper are specially designed in special

shapes and handwritten or typed to provide the required information on a
particular file. The strips are usually available in different colours and inserted
in vertical metal sheets which form part of a visual card index. Strip index
would be useful where the information to be typed can be done on one
lineonly.

3.5.3 Visual CardIndex:

This card is called thevisual card index because the names of persons or
organizations are inserted for reference purpose. The cards are so fixed so that
the information on them is easily visible. Visible card index is especially
useful in ledger records. Personnel records, sales and stock records. These
devices are arranged in a specialway in such that they overlap eachother.

130
3.5.4 Vowel Index:
Vowel Index: It is a modification of the book index. In big organisations
which deal with large correspondence, the index book is maintained on the
basis of vowel classification in order to facilitate quick reference. This device
is used to splitup a group of names into vowel columns such as A, E, D, P,
S, Y,

All the names under each of these vowels are filed under each other in
alphabetical order.

3.5.5 Wheel or Rotary CardIndex:

This is an alternative to actual card index. Cards are stored on a wheel which
can be rotated to locate a particular file easily and quickly too. The advantage
of this system is that it enables records to be found more quickly than other
forms ofindex.A single wheel can hold as many as 5000 cards. Acard can be
inserted or withdrawn without disturbing the other cards. This system
facilitates quick and easy referencing, the economyof time and efforts, the
economy of space, elasticity, etc.

3.5.6 Punch CardIndex:

This system is developed for the purpose of selecting and sorting and records
of which original information is recorded in cards which have holes punched
along two or fouredges.
The key point to note here is that the recorded information is usually printed
on the card itself quite adjacent to the punched holes. The information which
is to be shown on card is notched in the edges by hand or key-operatedpunch.
Punched card index system may be used in personnel records offices, or
market research. One advantage of this system is that any card containing
required information can easily be selected from a large group of similar cards.
3.6 FOLLOW-UPSYSTEMS
In good offices it would be necessary to find out if the replies to
correspondence have been received where no reply is received; it may
necessary to follow-up by sending a reminder either by letter or phone call.
On the other hand, whenever a file or document in a file has been removed,
there has to be a system of reminder which will speed up the retrieval of such
documents, to avoid their being misplaced or forgotten. A number of methods
are available, which an office may use. Let us briefly explain a few ofthem.

131
1. Desk Diary: Enter the details of thefile you wish to consult on a desk
diary. This diary is checked daily. Any file to be consulted must be
taken out foraction.
2. Tickler file or follow-up: This consists of a filing cabinet drawer, and
is divided by guide cards for each of the twelve months of the year.
Behind the current month is a file is placed for each day of the month.
At the beginning of each day, a card on the file concerned has to be
placed in respect of respective date. At the day, the cards concerned are
removed, while files concerned are then removed from theircabinets.
3. Extra copy: One simple approach to the reminder system is to make an
extra copy of the relevant subject matter, and to place thesame in a
special folder under appropriate actiondate.
Other methods of follow-up or reminder which you may use include
absent file card, visible loose-leaf or sheet and the file movement
register, which we explained their uses earlier.

3.7 FILLINGEQUIPMENT

Before bringing this unit to an end, you should be reminded that there are
series of equipment for storing office documents. We shall list and briefly
discuss a few key ones.

i) Metal File cabinet: The most common equipment for storing paper
files is the standard metal office file cabinet. This usually has two
drawers. Other types of file containers within this category include
even-shelf units, potable files, rotary files, tray files, and notarized
files. Sometimes miscellaneous cartons may be used for storing both
standard and paper documents of varioussizes.
ii) Pull-Out Shelves: Pull-out retractable shelves have a patented linear
motion design to provide space savings, increased storage capacity,
security, and ease of operation. The movable carriages slide in and out
and use the natural egress aisle in front of the shelving as an access
aisle. Because the shelving units operate independently from each
other, multiple users can access multiple shelving units at the same
time, and each unit can be customized with different depths and
widths. The units can also be moved or added to without disrupting
the adjacent units.
iii) Rotary Cabinets: Rotary cabinets are double-sided revolving cabinets
spin closed to secure files, supplies, and other items and inventory.
The cabinets can be positioned directly next to each other or up
against a wall to save space. To access materials, the user simply
presses down on the foot release pedal and pushes the cabinet to rotate
it into an open position.

132
iv) Mobile shelving: Mobile shelving is another solution for storing your
files, boxes, and office supplies in less space. Mobile shelving moves
back and forth on tracks with the pull of a handle, turn of a crank, or
push of a button. They take up much less space than static rows of
shelving since the aisles compact together, and only one or two access
aisles are needed at any given time.
v) Supplies: Some containers for paper storage have labels which contain
large letters meant to identify the contents. File folders, guides, and
tabs also contain labels with printed or typed words, letters, numbers,
or other designations to identify the associated materials standard
labels folders, guides, cross reference sheets and
outcardscouldbeobtainedfrommoststationeryshopsinNigeria.
vi) Special file cabinets: A good number of special file storage equipment
may be purchased from the dealers of such products. Some of this file
storage equipmentincludes:
Fireproof safe and strong room
i. Pipe hole filing cabinets: Thisis a large shelf which ispartitionedinto
different smaller apartments. Theequipmentisused forholdingrolled-
updocumentseitherverticallyorhorizontally.
ii. Plans file cabinet: Built specially for strongplans
iii Arch-level files: This equipment is a loss-lead made of hard
cardboard binders.
Iv Box file: Box file is suitable for t small offices since the volume of
their file holding is low.
v. BullDogClips:Thisequipmentis oftenusedforstoring temporaryfiles.
vi. FileTray:Thisisoftenfoundonthetablesoftkeyofficersfor
placingtemporaryfilespendingactionbythescheduleofficer.
vii. Transfer storage file (Box): This is used tokeep documents
usuallydeadorunusedfileforeventualtransfertothearchives.
viii. Pigeonhole File cabinet: This is a large shelf which is partitioned
into smaller compartments. This equipment is usually used for
holding rolled-up document either in a vertical or horizontal

STUDENT SELF ASSESSMENT

1) Visit any two modern offices and seek to find out what type
of filing system they use among the following: vertical
filing, horizontal filing, microfilming, computer-assisted
filing

2) Check also the type of under system they use among

the following: card index, strip index, visual card Molex
wheel or rotary index
133
position.

4.0 CONCLUSION

In this unit, you were exposed to different systems of filing and indexing. The
conclusion to be drawnfrom this unit is that effective and efficient
management of office records does not only depend on the ability to classify
files, but also on the effectiveness and efficiency of the filing and indexing
systems.

5.0 SUMMARY
We did explain that filing systems have to do with the method of placing files
in the file cabinets. You learned that documents could be filed, horizontally,
vertically, laterally or suspended in the folder in the file cabinet vertically.

We also learned that microfilming involves a process of using camera which

can reduce the size of a document of several pages to only a very small size
in order to reduce the amount of information that could have been put in a
file or files. Electronic filing is the filing which the computer is used to assist
in the filing and indexing process electronically. The computer may store
information on-line or off-line.
Indexing was defined as a process of selecting the main file or names under
which a document is to be filed. It also stands for the process of finding the
positions of records in a filing system.
The principles of indexing individual names, hyphenated names and others
have been demonstrated. The unit has also explained the use of different types
of indexes such as card index,stripindex,wheelor rotaryindex,andpunch-
cardindex.
The importance of follow-up system on the tracing and identification of
whereabouts of files has been explained. Records such as the tickler card, des
diary, among others have been shown to be useful in tracing file movement.
Finally, a number of equipment for storing records has been described. Some
these include pigeonhole file cabinet, Bulldog clips and plans files cabinet.
6.0 TUTOR-MARKED ASSIGNMENT
1. Describe the process of suspension filing, indicating its strengths
andweaknesses
a) Define indexing, and explain itsimportance
b) List and describe three types of index and their relevance in a filingsystem
3) What are follow-up systems and explain the uses of three of them
4) List and explain three types of filingequipment

134
7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Chopra, R.K., & Gauri, P., (2015). Office Management. 17th edition. Delhi.
Himalayan Publishing House
Amadin, M. S. (2004). Modern office practice. Lagos. Imprint Services.

Coates, G (2009). Notes on communication: A few thoughts about the way

we interact with the people we meet. Retrieved from
http://www.wanterfall.com/Downloads/Communication.pdf on
21/08/2019
Foster, Thelma J. (1990). Office Skills. Stanley Thornes Pub.

Houghton and MifflinCompany(1995).The Professional Secretary’s

Handbook. Boston. HoughtonMifflin.

Bergstein, Warren N., Perell Loyd, M; McGrusker, Valerie; Sherwood

(1993). Springfield Mass: (Merriam Webster Incor.

135
MODULE5: FORMDESIGNS AND DATA ENTRY

UNIT1: FORMS AND FORMDESIGN

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

We have come to give on a world where forms and entry of data in the forms
have become a normal routine in any form of daily business or transactions.
From the day we were born to our last day on earth we have to
fillformsorsomebodyelsehastofillaformforus.

From the kindergarten, primary, secondary to tertiary level of education, you

were faced with the task of your personal data or other relevant information
which your educational institution required. Ordinarily, why you have to fill
those forms were not readily clear to you. This unit seeks to enlighten you on
the essence of forms in various transactions.

2.0 LEARNING OUTCOMES

Having been introduced to this unit, it is expected that after studying its
contents, you should be able to:

1. Describethenatureofforms,offormsin officialtransactions
2. Identify the different types of forms.

3.0 MAINCONTENT

3.1 THE NATURE OFFORMS

Let us start this unit with the following questions:

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i. Didyoufillanyformswhenyouwereadmittedintothisuniversity?
ii. Why were you required to fill the forms?
iii. What specific information did you find in the forms?
The answer to the first question is very obvious because from the time you
contemplated seeking admission to the National Open University there were
series of forms which you had to fill to secure the admission.

Two after you received the admission letter, you still had to complete
acceptance and all other forms which were intended to authenticate or
regularize your admission as a bonafide student of the university.

The third question is intended to find out from you the type of information
that was put in the forms.

3.1.1 From all indications, the required information on the forms would
have include your bio-data, that is your name, age where you come
from, your sponsors, schools attended, examination passed and
guides,etc.

If you went to a bank to withdraw some money, you would have to complete
a cheque (or from – if it is savings account) and stating your name, date, and
the amount of money you require.

3.1.2 In the case of an academic institution, the form you fill out enables
the institution to keep the record of your entry and studentship in the
institution. It also enables the institution to monitor your progress
from level to level, particularly in the areas of academic
performance, see obligation and discipline.

3.1.2 In the case of banks, apart from the forms you complete at the point
of applying to become an account holder, the cheque you draw each
occasion enables the bank to keep an accurate record of transactions
with you.

FORM DEFINED
A form may be said to be a piece of paper, bearing fixed
data and providing spaces for variable data.

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From the definition in the box, a form contains information that is known in
advance (fixed data) and the one which the customer or client is expected to
supply (variable data) (see figbelow)

FOR………………..... From: Tel. No:

Date………………….. Company Name:

Time………………….. Address:

……………………………

TAKEN BY:
MESSAGE:……………………………………………………
…
……………………………………………………………………
……………………………………………………………………
……………………………………………………………………

SIGNATURE…………………………

You need to be reminded that whether you are looking at an application form,
an invoice, purchase order or insurance policy form, you will observe that the
two major characteristics of a form are shown in them. These are fixed data
and variable data, the latter of which you have to supply the answers such as
agreement/affirmation and personal signature.

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3.2 PURPOSE AND USES OFFORMS

The purposes which forms serve or are meant to serve include the following:

i) To make clear the type of information that are to be collected and

communicated
ii) To provide a specific space or location for each item of information, in
order to facilitate data entry, processing and reference.
iii) To eliminate the need, recopy, standard or repetitive information
iv) They facilitate the use of multiple copies, with the end that work
procedure is speeded up.
v) Formsidentifyrecordsandfacilitatefilingandfuture reference.

From the above statement of form purpose, we can say that they
function under two capacities:
a) As instructions to individual school student in case of educational
institutions and individual employees and managers in the case of
employment organizations
b) Forms may be used to set out criteria for appraising individuals, e.g.
thoseseekingemployment,employeesbeing assessed for their
performance, promotion and other competitive positions outside
employment.
c) If well managed, forms can provide a more economical way of
gathering information or data
d) It has been strongly argued in personnel management circles that forms
have the potential of making positive contributions to the success of
organizations.Thismayberealized through well-designedforms.
On a final note, you may wish to note that owing to the importance
attached to forms in the communication and data management process
may large organizations employ form management consultants whose
role is to enhance the design quality and control of forms within the
organizations.

3.3 TYPES OFFORMS

As you may know, forms are designed for different purposes. Some are meant
to provide short, simple information; some for lengthy and detailed
information. By implication, therefore, their lengths and sizes have to differ
in facts ad details required from the client, customer or applicant.

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Some of the common types of forms are called cut-out forms because they
are of a single sheet in this category are receipts for purchase, sales or rent
transactions. Within the cut –out category also are continuous forms, card
record forms, tax forms, stock forms and forms for book sales, machine
accounting form and cheque forms, and several others that you may wish to
identify.

Multiple copy forms: these types of form need to be mentioned because they
have the potential for saving time. Among this category of forms are
handwritten books in which file copies can be retained, regular form, which
may be handwritten, but in perforated sets with a carbon retained in the
machine, fanfold continuous forms that are perforated in the accordion-like
fold (folded in the forms of the fold found accordion). There are the non-
marginally punched forms which are used on machines equipped with forms
feeding devices. Because these sorts of forms are made of devices that ensure
accurate alignment from part to part and set to set, they are now used in an
electronic typewriter, billing machines, addressing machines, teleprinters,
tabulators and high-speed printers of output fromcomputers.

One important development in form design is the use of Magnetic Ink

Character Recognition (MICR). This process is chiefly used by banks for
printing data in magnetic in certain reserved spaces at the bottom of cheques.

As you receive your cheque booklet look down the bottom of each cheque
booklet for such information-which are usually in digital codes.

Different important organizations now use the NICR codes to protect their
forms.

SELF ASSESSMENT TEST

A private Business promotion Agency has asked you to send an application

form which will be used to determine the best designed form. Attempt a design
of such a form.

Some of the major headings you will be expected to include in the form are:
Name and address of the candidate
Position applied for,
Previous position
Schools attended and academic qualifications with dates,
Referees,
Signature etc

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4.0 CONCLUSION
An attempt to understand the nature of forms, its purpose and functions, it can
be concluded that since forms tend to plant important role not only in the
effective administration of educational institutions but in various areas of
personal and work life, its essence should not be down-played.

5.0 SUMMARY

The unit started by illustrating the relevance of forms in our social life. We
illustrated later by indicating the relevance of form competition on admission
situation, in business transactions. The purpose of form has been illustrated in
the areas of collecting accurate data and information, eliminating the need for
recopying, particularly when it has to do with multiple forms.

Different types of forms have been identified and described. With particular
reference to MICR, a number of organizations, apart from banks, now use it
in their form design to ensure the security of such forms.

6.0 TUTOR-MARKEDASSIGNMENT

1. Whyisthefillingofformsimportantfora studentwhoseeksadmissioninto
tertiaryinstitutions?
2. State the basic purpose of forms in a business organization
3. Differentiate between single forms and multiple forms.
4. State an important development for design.

7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Lyons, T.P. (1988). The Personnel Functions in a changing environment.

London: Pitman Publishing.

Littlefield, C.L., Rachel, F.M., Rachel, and Caruth, D.L. (1990). Office and
Administrative Management. Englewood Cliffs: Prentice-Hall.
Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha. Sri Mandir
Publication, Sahid Nagar, Bhubaneswar.
Needham, David and Dransfield, Robert (1990) Business Studies London.
McGraw-Hill Book. Company.
Torrington, D. and Hall, Laura (1990) Personnel Management: A New
Approach London: Prentice-Hall.

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UNIT2: PRINCIPLES OF FORMDESIGN

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 MainContent
4.0 Conclusion
5.0 Summary
6.0 Tutor-MarkedAssignment
7.0 References/FurtherReadings

1.0 INTRODUCTION

In unit one of this module, you were introduced to the nature, purpose and the
main types of forms namely, single sheet forms and multiple pages forms. In
this unit, you will be introduced to the principles of form design in the
expectation you will become experienced in the various techniques of form
design.

2.0 LEARNING OUTCOMES

Following what you have so far learned about the nature and purpose of
forms, it is expected that at the end of this unit you should be able to:

1. State the basic principles of form design

2. develop checklists of the basic principles of form design

3.0 MAINCONTENT

3.1 PRINCIPLES OF FORMDESIGN

In designing a form, there are four basic principles which you have to bear
in mind. These are that the form should be:

1. Easy to write
2. Easy to read
3. Easy to understandand
4. Easily pleasing inappearance

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These principles which we shall call the ‘Four Es’ in form design, isstrictly
followed should enable you to design forms of any type and content
satisfactorily.

3.2 DEVELOPING BASIC PRINCIPLES AND APPROACHES TO

FORMDESIGN

You have usually seen various types of forms such as staff appraisal forms.
However, have you ever stopped to ask the principles that guide the design of
such a form? What you are to do now is to provide checklists of the principles
and approaches which you or anyone else could adopt in for design. In spite
of the fact that form design is usually the work of experts, understanding and
application of these principles can enhance your ability in form design.

The following principles of form design have been identified through

research, and are listed here for your guidance you may wish to refer to them
as checklists.

i. Give the form a name that will sufficiently describe its functions, for
example, Application form, Appraisal form,
EnrolmentformandJobAnalysisform,amongothers.
ii. Provide identification number for the form e.g., Form M, FORM A1,
FORMIT.
iii. To add effect to the form, use a box design and print the captions in
small but distinct type at the upper left corners of sections. This is to
provide space for entries and keep the captions visible to the operator
when entering other variabledata.
iv. You have to arrange items so that what is written can proceed from left
to right and from top to bottom; and as far as possible arrange
according to use, based on items that are used often and those that are
usedminimally.
v. All related information should be groupedtogether,
e.g. names, date of birth and address.
vi. Ensure that the sequence of items agree with the sequence of the same
item for example, under schools attended, list the sequence as follows:
Primary school
Secondary
College of Education
University

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vii. Layout the form, possibly with equal left and right margins to allow
for punching or other relevant remarks.
viii. Use boxes when it is possible to simplify the entry of data and to render
the whole form readable, see fig on personal particulars.
ix. Allow sufficient space for entering data, vertically and horizontally.
For forms to be filled on the typewriter or computer, leave three-line
spaces between items. In other words, the spacing should be
determined by the type or amount of information to be entered under
onetime.
x. For those still using manual or electric typewriters, or computer, ensure
that appropriate tap stops are set top/down, or left/right.
xi. To design forms which are to contain mailing address in a window
envelope, use the fold marks on the envelope for guidance.
xii. Place filing reference, e.g. key officer, name, file number and page
reference to ensure that punching and filing will not be tampered with.
xiii. Remember to place simple instructions directly above the section of
the form which they apply e.g. the section that seeks information
onthecandidate'semploymenthistory should be preceded by the
instruction under EmploymentHistory:
1) …………………………………………………

2) …………………………………………………

3) …………………………………………………

xiv. Where appropriate, use relevant colours to highlight some key sections
or information in the form.
xv. Use various type forces or fonts to underscore (highlighting key) and
colour shades to highlight certain areas or to guide competition of the
form.
xvi. Produce your form with type forces and colour shades that would make
the filled in data less dominant or difficult differentiate from the printed
items on the form.
xvii. Provide for possible omission of data from one or more internal parts
of a multiple part form so that such errors or omissions can be easily
removed by means of what is called ‘print blackout’ or perforation so
that undesired information may be turned off.

144
xviii. When you need to file in standardized equipment, use standard
form sizes, in order to avoid waste of stationery.

It is important to remember that forms that havebeen severalty can be designed

for on-line completion. The rules applicable to manual design need also be
observed when dealing with on-line form design.

Two examples of forms are presented under for your guidance.

PERSONAL PARTICULARS
Surname (in Block Capitals)……………………………… ...
Names……………………………………………………… .
Address………………………………………………………
Telephone Number(if any)….……………………………….
DateofBirth.…………………………………………………
Nationality……………………………………………………
Height…………………………………………………………
Weigh…………………………………………………………
Colourofhair……………………………………………… .
Colourofeyes……………………………………………… .
Sizeofshoes………………………………………………..
Doyouwearglasses?..................................................................
Hearinggoodorpoor?..............................................................
Have you had any serious illnesses?
Ifyouhave,name them……………………………………...
Canyouswim?.........................................................................
............................
Doyoulikeplaying games?........................................................
What are your hobbies?...………………………………………

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 QUESTIONNAIRE

First name: …….…………………………………………………..

Surname(Block Capitals)……………………………………… …
Address…………………………………………………………….
DateofBirth:……………………………….…………… ..............
Nationality:…………………………………………………………….
Religion:………………………………………………………… ...
NameofSchool………………………………………………… ....
Address of School:Areyourparentsbothalive?..............................
Howmanybrothershaveyou?..........................................................
Are they younger or older?
Have you any relatives who live abroad?
Ifso,where?......................................................................................
Whenareyouleavingschool?..............................................................
What kind of work would you like to do when you leave school....
………..……………………………………………………………
.…………………………………………………………………….
……..………………………………………………………………
……………………………………………………………………..

SELF ASSESSMENT TEST

If you were to design an invitation that requires you to
allow a tear-off section for reply by mails what size of
paper would you use for the purpose and why?

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 4.0 CONCLUSION

This unit emphasizes the principles to be borne in mind when designing forms.
The conclusion to be drawn from studying these principles is the students will
be able to design forms effectively and efficiently.

5.0 SUMMARY

This unit has taught the students the four basic principles to be borne in mind
when designing forms. The unit also provides a checklist of eighteen
principles of form design, some of which are giving name that would
effectively describe the type of form to be designed, provision of an
identification number to a particular type or set of forms and use of special
boxes to add effect to the form.

6.0 TUTOR-MARKEDASSIGNMENT

1a) Whatdoyouunderstandby‘Four’principlesofformdesign?
b)Why are theyimportant?

2a) Why is the printing of captions necessary in the design of some forms?
b)What is the rule governing the placement of related information?

3a) Showhowthesequenceofitems mayagreewithitemsunderagiven

heading
b) How may entry of data besimplified?

4a) How may effective completion of forms bedone?

b) What is the importance of providing for the omission ofdata?

147
7.0 REFERENCES

Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.

Chand Publishing

Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.

Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Lyons, T.P. (1988). The Personnel Functions in a changing environment.

London: Pitman Publishing.

Littlefield, C.L., Rachel, F.M., Rachel, and Caruth, D.L. (1990). Office and
Administrative Management. Englewood Cliffs: Prentice-Hall.

Needham, David and Dransfield, Robert (1990) Business Studies London.

McGraw-Hill Book. Company.

Torrington, D. and Hall, Laura (1990) Personnel Management: A New

Approach London: Prentice-Hall.

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MODULE 6: LEADERSHIP AND MOTIVATION AT WORK

INTRODUCTION

This module, an elaboration of Unit 3, Module 3 of BED 306 (Organization

and Administration of Vocational and Technical Education) is intended to
relate leadership behaviour to worker motivation and interpersonal
relationships at work. The module is, therefore, consists of the following 2
units;

Unit1: Meaning Theories and Principles of Leadership

Unit2: Interpersonal Relationships at the Place ofWork

UNIT 1: MEANING THEORIES AND PRINCIPLES

OFLEADERSHIP

CONTENT

1.0 Introduction
2.0 Learning Outcomes
3.0 Main content
4.0 Conclusion
5.0 Summary
6.0 Tutor-marked Assignment
7.0 References

1.0 INTRODUCTION

What constitutes or makes a person to be seen or called a leader, and the

various ways of trying to understand what leadership is all about has resulted
in a variety of theories of leadership. Again,how people approach their
leadership responsibilities may depend on the style of leadership which they
adopt. In this unit, you will be taught the basic principles and styles of
leadership as they lead to managerial performance and worker motivation
within the organization.

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2.0 LEARNING OUTCOMES
From the above introduction, you should after studying this unit be able to:

1) Define and explain the concept of leadership

2) List and explain the different theories of leadership
3) Discuss the different approaches to leadership styles.
4) Explain the principles for motivating the workforce through
effective leadership.

3.0 MAINCONTENT

3.1 MEANING OFLEADERSHIP

Leadership is generally seen as the ability to influence a group of people in

order to achieve a set goal. In other words, it is the ability of an individual or
a group of individuals to influence and guide followers or other members of
an organization. Leadership is defined as the process of influencing the
activities of an organized group toward goal achievement. A process
whereby an individual influence a group of individuals to achieve a common
goal (Northouse, 2007). Also, Leadership is inspiring others to pursue your
vision within the parameters you set, to the extent that it becomes a shared
effort, a shared vision, and a shared success (Zeitchik, 2012).

As we shall see later leadership involves a process by which a person

influences another personto accomplish an objective and direct organization
in a way that makes it more cohesive and coherent. A leader carries out the
leading process through the application of certain attributes which generally
include beliefs, values, ethical character, relevant knowledge and skills.

Holding the position of a headteacher, office manager, supervisor or manager,

only gives one authority to accomplish certain tasks or meetcertain objectives.
However, leadership is different from mere authority over peoples conduct or
behaviour at work, for instance.
A leader makes the followers to achieve high goals without application of
coercive authority or power. Leadership, therefore, implies the ability to
influence a group of people towards the achievement of set goals.

In other words, when a person becomes a manager by virtue of his rank within
the organization, the influence of his office or position alone can hardly make
him a leader except he can combine in addition, certain relevant personal
attributes such as trust and self-confidence, and professional knowledge
orskills.

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CONCEPTUALIZING LEADERSHIP:
i) TO LEAD: To show theway

ii) LEADER:An individual, who occupies a position in a group, influences

others in accordance with the role expectation of the position and
coordinates and directs the group in maintaining itself and achieving its
goals.
iii) Leadership: Ability to influence a group toward the development of
agoal
iv) A process of influence between a leader and his followers to attain group,
organizational, or social goals (Aggarawal, 2004)

3.1.1 Further perspectives ofleadership

Leadership has, apart from being seen as theability to do something to achieve

a goal, can also be conceived as a process, as we said earlier. According to
Ekpenyong (2009), leadership is:

KEY CONCEPTS
A process by which one person influences or directs other
people to accomplish set objectives. It also involves the
process of directing, an organization in a way that will
make it more cohesive and coherent in its activities.

151
Aggarawal (2004) emphasizes three constituents of leadership as a process,
namely, interpersonal nature, influence and goal.

3.1.2 Interpersonal process: Interpersonal relationship between the leader

and his followers emphasizes the interpersonal nature of leadership.
Leadership emerges when there is a willing acceptance of the leader’s
directives by his subordinates. So,the use of positional and/or personal power
to induce acceptance from the subordinates cannot fall within the content of
leadership.

3.1.3 Influence: This implies the power to affect or to induce compliant or

supportive behaviour from the subordinates, without the necessity to resort to
his positional authority and/or personal power.

3.1.4 Goal: This is the end which a person set seeks to attain as a leader.

3.1.5 Leadership: can be understood as a property (Aggarawal 2004). We

can describe leadership as a set of key characteristics that are attributable to
certain individuals who have the ability to influence others. Within this
category are experts in certain fields, informational and communication
authorities.

SELF ASSESSMENT TEST

In your own words, try to explain the terms: leadership,
influence; and positional authority

3.2 LEADERSHIPTHEORIES
There are a number of leadership theories such as trait behavioural and great
man’s theories, we did treat the relevant as pacts of these theories much fully
in BED 306, we shall only discuss than there in brief.

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3.2.1 TraitTheories
The assumption behind trait theories is that the great leaders and managers
we have had over the years were able to lead because they possessed certain
personality attributes which other less successful leaders do not have. In
view of this, early researchers spend several years trying to identify such
personality attributes.
The names of personalities such as G Mahatma Ghandi, Kwame
Nkrumah, Adolf Hitler and Martin Luther King Jr, were freely mentioned
as representing great leaders with key leadership traits.
Given the belief at the time, early behavioural science researchers spent
several years trying to discover prerequisite traits of leadership most of which
were inconclusive. According to research review out of about so leadership
traits that were isolated, only fine of them were common to four or more of
the investigations (Robbins, 1989). However, the following fine traits,
namely, intelligence, dominance, self-confidence, high-energy and task-
relevant knowledge have been found to show consistent correlation with
leadership.

3.2.2 BehaviouralTheories
The trait factors on leadership could not explain how leaders behave in
challenging situations or major conflicts such as riotbystaff, among others.
This led researchers to try to find out how people in management positions
tend to behave as leaders for example as democraticor autocratic leaders.
Thebasic assumption behind behavioural theory is that if we knew the specific
behaviour that identified leaders, then it would be possible to teach
leadership; that is by designing programmes that could be listed to teach
people effective leadership behaviours, (which means styles of leadership)
(see BED 306 for details of studies based on behavioural theories. For
example,theUniversity of Ohio which we mentioned in BED 306, the study
focusedonconsiderationstyleandinitiatingstructure style.Universityof
Michiganstudy centredon Job-centred leadership behaviour, and on
employee-centred leadership behaviour pattern. Other studies included Blake
and mouton’s managerial Grid which identified five continua of leadership
types.

3.2.3 The Great man’s Theory: This theory was based on the traditional belief
that leaders were born and not made. The believers or advocates of this theory
do not believe that ordinary persons canbetrained to become leaders.
However, under the present state of knowledge, this theory tends to have
greatly lost its momentum.

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3.3 APPROACHES TO LEADERSHIPSTYLES
As indicated by Bubrin (1990) another way of understanding leaders is to
draw some stereotypes of their behaviour. It is these stereotypes or common
characteristics of their leadership behaviour that is called leadership style.

KEY CONCEPT
Leadership style refers to a leader’s characteristic way of
directing people in most situations
-Dubrin, A.J.

In this section, we shall briefly discuss three of the more common, but
important leadership styles types. These are Autocratic, participative and
situational leadership styles. You will know as we go on that within each of
these three major categories, are some subsets of leadership styles.

3.3.1 AutocraticLeadership
An autocratic leader, sometimes called boss-centred, self-centred leader, is a
leader who seeks to retain most of the authority that is granted to the group.
This type of leader makes all the decision and expects the subordinates to
follow rules without questions. Every decision, approval of subordinates’
requests, for instance, stops at his table.Autocratic leaders typically make
choices based on their own ideas and judgments and rarely accept advice from
followers.

3.3.2 Crisis Managers: It is common knowledge that some autocratic leaders

are good at using their authoritarian characteristics in turning things around in
times of crisis. That is, why they are called “Crises Managers”.

KEY CONCEPT
A crisis manager is one who specializes in turning
organizations around, or rescuing them from crisis.

154
In this country, we have witnessed situations where retired autocratic
managers are recalled to go and salvage some ailing organizations. Power
Holding Company of Nigeria and NNPC are some of the big companies that
have received such interventions in the past.

3.3.3 Participativestyle
Participativeleadershipstylecharacterizesa leader who shares decision-
makingauthority with hissubordinates. A participative leader tends to have a
strong interest in the people he leads. He is a good motivator of his workers as
he allows them the opportunity to participate in the organization’s decision-
making process. However, the leader maintains the final decision-making
authority. Using this style is not a sign of weakness; rather it is a sign of
strength that your employees will respect.From researchanalyses,threesub-
setsof participativeleaderscan be identified. Theseare:

i) Consultative leader: He often seeks the opinions of his workers or

workgroup before making a decision. However,he is not obliged to
accept the views or advice of thegroup.
ii) Consensual leader: This leader believes in consensual
leadership hence he would encourage group discussion on a given
subject. He then makes decision based on the consensus by the group
members. This typeof leadership style is encouraged at all levels of
management,thatis,from thelowertothehigherlevelof management.
iii) Democratic leader: A democratic leader is one who confers final
authority to the group. In this situation, the leader obtains the views of
members, usually through voting before he can take a final decision-
which incidentally is expected to reflect the position or thinking of the
majority.
iv) Free-Rein leadership: This leadership style is sometimes called
subordinate centred style because the leader turns virtually allhis

155
 authority as a leader to the group or subordinates. Some authorities refer to
this style of leadership as laissez-faire. This type of leader is more or less
carefree because after issuing general guidelinesor expected goals to be
achieved, the implementation is left in the hands of the subordinates. This is
used when employees are able to analyze the situation and determine what
needs to be done and how to do it. One cannot do everything! One must set
priorities and delegate certain tasks. He is more of a public-relations man of
the organization as he receives visitors, and speaks glowingly about the
organization-whichmaybedecayingunderhislaissez-faire leadership.
Subordinates who expect effective direction and guidance from their leaders
are not often comfortable with leaders in this category.

3.3.4 The situational leadership

This model of leadership is based on the work of Hersey and Blanchard
(1996). This model explains how leadership style may be matched with the
readiness or organization number to act. Three basic concepts need to be
remembered if you want to study situational leadership,namely;
-Task behaviour: This explains the extent to which the leader spells out the
duties and responsibilities of an individual member of the workgroup.
- Relationship behaviour: This is the extent to which a member of a group has
the ability and willingness to accomplish a given task orassignment.
Ability depicts the knowledge and experience and skill with which a member
of a group brings to a particular task or an assignment. Willingness; on
the otherhand, showstheextent to which an individual or group has
confidence, commitment and motivation to accomplish a giventask.
As explained in the model developed by Hersey and Blanchard (see Hersey
and Blanchard, 1996: 253-262), Readiness levels represent different
combinations of ability, willingness, and confidence.
To explain the whole concept of situational leadership simply, we can say that
as the followers’ readiness increases, a leader should rely more on relationship
behaviour and less on task behaviour: if he must achieve optimalsuccess.

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3.4 PRINCIPLES OF MOTIVATING THELEADER
There are a variety of principles which a leader must use to motivate his/her
workers or group under his leadership. We shall now briefly discuss some of
these tested principles as set down below.
A good leader must:
i) Be technically proficient: This calls for a leader’s sound knowledge of
his job, and to be reasonably familiar with his employees’tasks.
ii) He must seek responsibility as well as take responsibility for his
actions.
iii) While trying to uplift the organization to a greater height, he should be
ready to accept responsibility for the mistakes that may be made by
those he delegates authority to.
iv) He should be able to make sound and timelydecisions
v) He should set good examples for his subordinates’team or
groupmembers
vi) Know your people and look out for their well-being - Know human
nature and the importance of sincerely caring for your workers.
vii) He should try to care for his staff and be ready to look after their welfare
and be ready to empathize with them, particularly when they have
problems, official orpersonal.
viii) He should keep his workers as a group well informed about work-
related and other general or socialissues.
ix) He should ensure that the workers understand their tasks, and be free
toaskquestions, where theydonot understand given instructions.
x) He should ensure that regular training and development of his staff are
undertaken as a matter ofpolicy.
xi) Finally, he should strive to entrench team-spirit, within the workgroups,
and within the organization as awhole.

SELF ASSESSMENT TEST

From what you have learnt in this unit, write a memo to
members of your clients and explain to them the principles
you will adopt to lead them effectively if you are appointed
the president of the club.

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4.0 CONCLUSION
This unit has exposed you to the concepts, theories, and styles of leadership.
The conclusion to be drawn from the implications of this unit is that ability to
adopt and apply the principles of effective leadership, can go a long way to
making good leaders of the students whenever they are faced with the
challenge of leading other people.

5.0 SUMMARY
In this unit, we have presented many definitions of leadership, one of which
is that leadership implies the ability to influence others towards goal
achievement. Leadership was also defined as a process which has three
dimensions-interpersonal, influence and goal.
The unit also discussed three theories of leadership, namely, trait, behavioural,
and great man theory.
In discussing approaches to leadership styles, three main categories of
leadership styles werelisted and discussed in detail. These are autocratic,
participative, and situational leadership.Finally,nine principles which leaders
could adopt to motivate their workers have beendiscussed.
If you have any problem understanding any of the concepts in the unit, re-
read it and attempt the self-assessment exercises in theunit.

6.0 TUTOR-MARKED ASSIGNMENT

1) Explain the context of leadership as a process
2) What is the assumption behind
a) Trait theory
b) Great man’s theories of leadership
3) Differentiate between autocratic, and participative leadership
4) Explain the underlying principle of situational leadership

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UNIT2: INTERPERSONAL RELATIONSHIPS AT THE PLACE OF
WORK

CONTENT

1.0 Introduction
2.0 Learning outcomes
3.0 Main Content
4.0 Conclusion
5.0 Summary
6.0 Tutor Marked Assignment
7.0 References/Further Readings

1.0 INTRODUCTION

An office is a place where particular kinds of business activities take place.

These activities cut across, clerical, monetary, and service delivery, since
various functions necessarily bring individual workers to interact, particularly
face to face with other workers, how these individual workers relate with their
subordinate, other senior and junior workers of the organization becomes very
important to the achievement of organizationalgoals.

This unit, therefore, intends to discuss how we can get along withother
workers in our places of work as a support to effective managerial leadership.

2.0 LEARNING OUTCOMES

Based on our introduction, after studying this unit, you should be able to:
1) Explain how people get attracted toothers.
2) Recognize the importance of interpersonal relationship at the place
ofwork.
3) Explain the different strategies you might use in developing an
effective interpersonal relationship with your superiors.
4) Explain the strategies which you could use to develop an effective
interpersonal relationship with yourco-workers.

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3.0 MAINCONTENT

3.1 HOW PEOPLE GET ATTRACTED TOOTHERS

Interpersonal relationships in the workplace are an inescapable reality for all
those working in organizations. Have you ever asked yourself why you easily
get attracted to person ’A’ and not person ‘B’? Have you ever asked yourself
why you so easily get along with a particular student in your group even
though others have not wronged you in anyway?
I am sure you would be quick to say
‘I like him because we have the same social background’
OR
‘Because his/her attitude and values are similar to mine’, etc.
The reason why you and others would give answers as above is based on what
is called cognitive consistency.
For one to achieve cognitive consistency one must first of all try to reduce or
eliminate the inconsistency in his or her choice.

Lawrence Festinger in his theory called ‘Cognitive Dissonance’ explains that

people try to reduce or eliminate inconsistency. Suppose a man with many
society lady friends is told that his sexual relationships with them would
cause him to contract HIV/AIDs: The question whether to abandon and
abstain from meeting those women he has developed deep affection for, or to
continue to relate with them would result in discrepancy or frustration which
is what Festinger (1956) calls cognitive dissonance. To reduce the dissonance
and try to come to terms with himself, he could decide that only men who deal
with prostitutes can have HIV/AIDS and that he is dealing with responsible
ladies, so he cannot contract thedisease.
In other words, this person has struck a balance between the very bad situation
- dealing with prostitutes, and supposedly good situation - dealing with
responsible ladies.
The principle of cognitive consistency has been adopted to explain the nature
of interpersonal relationships. This theory is referred to as “Balance Theory”.
That is, people tend to prefer relationships that are balanced or consistent.
To explain further, where people are very similar in terms of what they value,
what they do (as in the type of things they do together) or any other things
which they see great similarity (e.g. profession, as in being
accountants, film industry workers, entertainers, and office
workers),itwouldbereasonablethatsuchindividualswilllikeeach other.

160
In fact,wewouldequallylike individuals whose views and values are
consistent withourown.

KEY CONCEPTS
COGNITIVEDISSONANCE
This refers to the mental process which we try to reduce or
eliminate inconsistency in the information that we receive.
BALANCE THEORY
This explains inter-personal relationships which point to the fact
that people tend to prefer relationships that are consistent or
balanced.

NOTE: We have to be cautious about the acceptance of balance theory

because it does not provide a depth of explanation as to why people get
attracted to eachother.
Although there is merit in saying that people with similar attributes tend to like
themselves, there is also the other position that unlike poles attract, as in the
relationship between some men and some women of entirely different
professions, culture or religions. There are examples in organizations that
difficult executives tend to like those that enjoy listening instead of
questioning them, where other workers would question or oppose their
decisions.

3.2 IMPORTANCEOFINTER-PERSONALRELATIONSHIP
AMONG OFFICEWORKER
The issueof effectiveinterpersonalrelationshipsamongofficeworkers
particularly, and the large spectrum of workers generally, can be very critical
in terms of the achievement of organizational goals.
This is more so because, within the context of balance theory, where there is
incompatibility in values and other motivational attributes among workgroup
members, goal achievement within the workgroup could be terribly
jeopardized.

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3.2.1 Professional social skills:
The reason why someindividuals take jobs, but find it difficult to retain such
jobs, relate with their superiors and other workers, can be traced to lack of
professional-life skills.

Professional life skills refer to learning which an individual

has acquired or seeks to acquire in order to cope with
various situations and circumstances relating to his job,
career or profession (Ekpenyong,2008).

Ekpenyong (2008) has listed 20 professional life skills which a worker is

expected to acquire if he must cope adequately with his/her interpersonal
relationship with hissuperiors,co-workers,and juniors. Some
oftheseincludeworking with executiveswith different leadershipstyles.
- Working understress
- Under same sex workers, oppositesex
- Working with noisyworkers
- Discussing your problems with your boss, among others.
The central issue here is that workers who have acquired adequate
professional life skills should have little or no difficulty in striking
interpersonal balance among their co-workers.
The sum total of what we have said here is that training workers in professional
social skills could go a long were in bringing about effective interpersonal
relationship among workers in an office, workgroups, and organization as a
whole.

3.3 BUILDINGEFFECTIVE RELATIONSHIP WITH SUPERIORS

The general management view of how to build an effective relationship with

him/her is to perform your assigned duties satisfactorily-as means of creating
that first impression. It has been suggested, that the starting point for success
as a new secretary or subordinate officer under a superior or boss is to seek to
understand him/her as a person and his personal ways of doing things. It is
important to seek to know the following about your boss:

163
- His position in the organizational hierarchy;
- His personal strengths and possible weaknesses
- His preferred work style, and when he is disposed to discussing issues
with you, andson.
Getting to understand your boss within the contexts listed above would
enhance your ability to work smoothly withhim.

3.3.1 What are HisExpectations

For you to work smoothly with your boss requires that you try to find out his
expectations from you, when you are able to have clarification of your boss’s
standards of performance from you, and you work towards meeting those
standards, your relationship with him can only becordial.

3.3.2 EstablishingTrust
The establishment of trust is like two-way traffic when the boss can trust you
in terms of delivering your assigned tasks in time, respecting his ideas, being
available and whenever your services are needed.

KEY CONCEPT
TRUST: Trust is the confidence that the other person will not take
unfair advantage of you, either deliberately or accidentally, consciously
orunconsciously

In addition to these, your boss should be able to predict the quality of your
performance, and above all be able to ascertain that your loyalty to him is
beyond question; with this, you can be rest assured that the level of trust
between you and your boss will remainhigh.
It is equally important that your role as a secretary or personal assistant to your
boss is to assist him as much as you can to succeed,
particularlywhenyouhelphim tosolve critical organizational problems, and
show appreciation and support when he succeeds in his duties and
responsibilities. The boss will, in turn, be very proud to have you as a secretary
or personalassistant.

163
BRINGING SOLUTIONS AND PROBLEMS
There is a tendency for those in subordinate positions, e.g. secretaries and
personal assistants to believethat their bossshould always be in a position to
solve problems related to their positionbecause they are the boss. An executive
who is under pressure to meettheset target would not be
readilydisposedtosolvingadditionalproblemsforyou. Consequently, as a good
assistant, you should see yourself as part of thesolution
ratherthantheproblem.Whereitbecomesabsolutely necessary to confront your
chief with a problem, think first of all possible alternative solutions to the
problem. The chief will certainly see you always as part of the solution rather
than the problem. You will gain his confidence at all times. In fact, your goal
should be to always help your chief to succeed, for his success will also make
you asuccess.

3.4 ADDITIONAL TIPS TO SUCCESSFULRELATIONSHIP

WITH YOURCHIEF
Socializing your chief: One serious dilemma which secretaries and personal
assistants, particularly the female ones generally have, is how to go about
socializing with their chiefs, and still remain within the realm of natural
relationship. You should always seek to have a relationship that is shared by
the generality of the staff members. Infact,your relationship with your chief
should remain strictly at the professional level. This is because even a casual
relationship with him is certainly going to arouse unpalatable comments and
petty jealousy fromyourco-workers.Aboveall,itcould compromise your
performancelevel.
Appreciation: You should learn to appreciate to your chief for any
achievement that his office has made. A note of congratulation for the chief’s
success on a given project, a word of praise, can go a long way towards
cementing the socialization process you are trying to build with yourchief.

Mode of speech: Be careful about what you say either in the office or out of
the office about your chief. Assistants who are unguarded in their utterances
can hardly command the confidence of their chiefs, or that of the organization
as awhole.
Finally, giving the impression that you know more than your chief can hardly
place you in good standing with him/her. On the other hand, if you have to
disagree with your chief do so politely. For instance,

164
Sir, we have beenhandlingthistype of project this way. I am just wondering
whether we couldn’t try it this other way thistime.
This kind of statement is going to impress him than just saying,
‘We failed last time’.
‘Why can’t you allow me to do it my way’?
The damage this type of statement can do to your relationship withthe
executive could be irreparable.

SELF ASSESSMENT TEST

1. How would you deal with a chief (boss) who is fond of
treating you like a little girl/boy?

2. Suppose you work in a pool where there are two senior

officers in addition to your direct boss. How would you
deal with these senior officers who insist you have to
complete their assignments soonest, while your boss
hadalreadygiven youwhat you have to finish at a fixed
time?

DEVELOPINGGOODINTERPERSONALRELATIONSHIPSWITH
YOURCO-WORKERS
Good relationship with co-workers whether they are at thehigher or lower
rung of the organization is very important. This is so because there comes a
time that you may need their services or help. Developing a good human
relationship within the organization can be a sure wayof influencing others
toward high productivity. Adepartment or unit of an organization where
mutual understanding and cooperation are at low ebb cannot achieve much.
Yourpositive attitude could be a source of encouragement and motivation to
other members of the team or department; you could become a source of
inspiration, consultation and direction to, and emulation by your co-workers.
In the remaining part of this section, we will briefly discuss some specific
principles you could adopt to ensure a good human relationship with your co-
workers, both seniors and juniors.

165
Showing interest in the work of your co-workers
Showing interest in what the other workers do can be sure ways of expressing
interest in them. For instance, asking them:
a) How they are getting on with theirwork
b) How they gained knowledge abouttheirwork
c) Their challenges and how they are coping withthem
d) What aspect of their work they enjoy most and those they dislike or
have difficultieswith
e) How theorganizationratetheirdepartment, among others.

Your interest in these areas can go a long way to endearing most of your
colleagues toyou:
- Relatinghonestlywithco-workers:Letyourdealing be seen, to be
honest, transparent, and open all the time. In this way, they will come
to see you as a member that can be trusted and confided upon.
- Giving recognition to other members of staff: From research findings,
we realize that individuals need recognition, attention and
appreciation. You should always strive to give recognition to them for
whatever achievements they have made.
- Courtesy: there is hardly any natural being that does not require
courtesy. So, if you are courteous to your fellow workers, even class
or groupmates, you may be surprised at the level of respect they are
likely to accordyou.
- You need to use tact in dealing with annoying members of staff
because persons in this group are ready to annoy you if you are not
careful in dealing or relating withthem.
- Abrasive workers: Next in the line to annoying persons in your
organization are those that can be described as abrasive. Abrasive
persons are noted for their rudeness, unkindness, and readiness to
hurtothers.
As you try to develop good interpersonal relationship among members of your
organization, you would need tact and exceptional skill to relate with an
abrasive person. In fact, you may need to avoid him/her. This is because an
abrasive personality is associated with the followingcharacteristics:

166
- Tendency towards self-centeredness
- Tendency toward isolation fromothers
- Tendencytoward-perfectionism
- Contempt for others;and
- Tendency to attackpeople.
You can then see that an abrasive person can be very difficult to relate or
work with. Where you discover an abrasive person in your organization, the
only help you can render to him/her is to recommend him/her for proper
professional counselling.

SELF ASSESSMENT TEST

1) How would you relate with a fellow worker who always
makes financial demands on you?

2) Write a short report to your boss, suggesting how

best the support of the staff could be induced.

4.0 CONCLUSION
This unit has been concerned with how best effective personal or interpersonal
relationships could be established in an organization. What could be seen as
the conclusion to the unit is that developing interpersonal relationship in an
office or organization as a whole is a process that has to be learnt and acquired
through experience and interaction with fellow workers.

5.0 SUMMARY
This unit started with the explanation of how individuals are attracted
toothers.Two basictheories,namely, cognitive dissonance and balance theory
were used to show how the interpersonal relationship develops.
The importance of interpersonal relationship was explained in the context of
the need for developing professional skills. These skills include being able to
work with difficult executives, being able to work with co-workers, and staff
with a variety of negative characteristics.

167
A number of strategies needed to work smoothly with executives include:
building a good relationship with the executives, knowing their expectations,
building trust, and helping the boss in solving organizational problems.
Building good relationships with co-workers was also emphasized and the
strategies to adopt for the purpose include the following: showing interest in
the work of the co-workers, appreciating them, among others.
6.0 TUTOR-MARKEDASSIGNMENT
1a) Define cognitive dissonance
b) How does cognitive consistency relate to balance Theory? 2a)
Define professional social/lifeskills
b) Explain why it is important to acquire professional social skills
3) Why is it important for a personal assistant to seek to develop trust in
her working relationship with herchief?
4) As a personal assistant, explain the place of interest and honesty in
developing interpersonal relationship with yourco-workers.
7.0 REFERENCES
Aggarawal, Rohini (2004). Business Communication and
Organization and Management. New Delhi:Taxman.
Dubrin, J. Andrew (1990) Effective Business Psychology. Englewood Cliff:
Prentice. Hall.
Ekpenyong, L.E (2008). Foundations of Technical and Vocational Education:
Evolution and Practice. Benin City: Ambik Press Ltd.
Festinger, Lawrence (1957). A Theory of cognitive dissonance. New York:
Harper and Row
Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational
Behavior and Management. New York: McGraw-Hill/Irwin.
Jennings, Eugene E (1967). The Mobile Manager. New York: McGraw-Hill:
47-50.
Pillai, R.S.N & Bagavathi., (2018). Modern Office Management. Odisha: S.
Chand Publishing
Morgan, Clifford, T and King, Rich and A. (1975). Introduction to
psychology. McGraw-Hill Inter.
Sharma, J.K (2017). Fundamentals of Modern Office Management. Odisha.
Sri Mandir Publication, Sahid Nagar, Bhubaneswar.

Northouse, G. (2007). Leadership Theory and Practice. (3rd ed.) Thousand

Oaks, CA: Sage Publication

168
SUGGESTED ANSWERS TO SELF-ASSESSMENT QUESTIONS

MODULE 1
UNIT 1
Suggested answers
Questions 1 and 2 are Practical questions
Question 3.
Other functions of an office include:
- Management Functions
- Public Relations Function
- Instituting Office Systems and Routines
- Retention of Records
- Safeguarding Assets
- Form Designing and Control
- Stationery and Supplies Control
- Selection and Purchase of Office Appliances
- Personnel Function
UNIT 2
Suggested answers
Question 1
The term bit is an acronym for the expression Binary Digit. By definition,
it is “a single digit in a binary numbering scheme”, meaning it can take on
one of two values: 0 and 1 (a binary condition). It is a mutually exclusive
state: Something either isn’t (‘0’), or it is (‘1’). It is also the basic unit of
information storage.

Question 2
Technology is the application of scientific knowledge to the practical aims
of human life or, as it is sometimes phrased, to the change and
manipulation of the human environment. Technology is the sum
of techniques, skills, methods, and processes used in the production
of goods or services or in the accomplishment of objectives, such
as scientific investigation.
UNIT 4
Question 1
Four common types of formal departmental structure
Departmentalization by Enterprise functions
Departmentalization by Territory
Departmentalization by Product line
Matrix Organization
Question 2
A matrix organizational structure is a company structure in which the
reporting relationships are set up as a grid, or matrix, rather than in the
traditional hierarchy. In other words, employees have dual reporting169
relationships - generally to both a functional manager and a product
manager.
MODULE 2

UNIT 1
Suggested answers
Question 1
Office layout may be contemplated under the following conditions.
i. When changes in procedure occur
ii. When there are increases or decreases in personnel
iii. When there is space in adequacy.

Question 2
Office layout may be done by planning or methods department, but where
there is none of these, the administrative manager will have to co-ordinate
layout plans for his organization, in which case some staff specialists may
be called upon to undertake the actual design and execution of the layout

UNIT 2
Suggested answers
Question 1
a) Because air conditioning provides another avenue by which working
condition can be improved. Air-condition is believed to account for
high productivity, the better quality of work, improved employee
comfort and health, higher morale and a more comfortable
impression on visitors.
b) Because excessive noise, such as sound from equipment, tools, and
people’ s conversation, apart from being injurious to health, has been
known to affect productivity negatively. This is because it may
prevent workers from concentrating on their jobs, consequently
decreasing their productivity.
c) Because another element of the work environment, which has an
impact on employee productivity, is colour. Colour presents a rather
fascinating spectacle to mankind. The effect of colour on human
emotion has been found to be very positive as it activates and
stimulate it. Evidence points to the fact that effective use of colour
can enhance to work environment and have at least an indirect effect
on employees' productivity.
Question 2
Because maximum use has to be made of every usable square foot space,
while alternative uses should be for dead spaces.
Question 3
The most important reason about the location of banks in my area is
thebusy commercial nature of my area. My area is in city170
centre which
operate as the hub of business activities.
MODULE 3

UNIT 1
Suggested answers
Practical Questions

UNIT 2
Suggested answers
Questions 1 and 2 are Practical Questions
Question 3
Importance of file copies of out-going mail
Efficiency: The office staff can easily locate and use the records
properly without any delay.
2. Ready Reference: keeping file copies helps the office staff to refer to the
relevant papers and documents very quickly. Customers do not like to be
asked to supply copies of the earlier communication but they can only
indicate invoice number and/or reference number with date.
3. Protection: keeping file copies of the outgoing mail helps to serve as
backup to the mail sent out in case of possible loss or damage.
UNIT 3
Questions 1 and 2 are Practical question

MODULE 4

UNIT 1
Suggested answers
Question 1
Directive communication is an essential part of our influencing armoury,
helping us equip and develop those we are working with so we can create
positive results, improved performance and increased
confidence. Directive communication is the style we typically need when
communicating with those who have low-levels of knowledge, ability and
confidence or motivation around a task. They need clarity of expectation
and direction, not lots of explanation, alternatives, options, or invitations
to provide input. In fact, as well meaning as those approaches may be, they
can frustrate, confuse and irritate.
Question 2
Defects of Directive communication
It restricts the initiative of certain workers
It avoids the use of collaboration
It reduces overall morale for most teams
It increases the work burden for the supervisor
It requires the leader’s skills to be higher than the worker’s skills
It is highly dependent upon the leader
171
Question 3
The final product will be delayed. This will also lead to members not
gaining satisfaction from the group because they feel too alienated in the
decision-making process.

UNIT 2
Suggested answers

Question 1
CROSS REFERENCE SHEET
FOR CORRESPONDENCE: Udo-Udo Enterprises

SEE
Udo-Udo & Co.

Question 2
CROSS REFERENCE SHEET
FOR CORRESPONDENCE: Miss Hauwa Ibrahim

SEE
Mrs Hauwa Ibrahim-Kolo

UNIT 3
Question 1
Factors that you would consider when classifying
1. Convenience: Whatever system is selected, it should be convenient to
the organization. Inconvenient methods should be avoided.
2. Size: The volume of transaction and the retention policy also affects the
size of the filing system. If the number of records to be preserved is
more, numerical systems should be used. For small concerns,
alphabetical method seems to be more practical and natural because in
all offices the staff members are more or less accustomed to the
dictionary arrangement and grouping of words.
3. Simplicity of the filing system: Simple methods should be selected. Of
the various methods, alphabetical method seems to be simpler. It is
probably the best understood and perhaps is the generally used method
in preference to some complex method, unless there are real advantages
to be gained by adopting such a method.
4. Speed: Speed of reference is an important factor. Hence the system
172
should be capable of locating the records as quickly as possible.
5. Elasticity: The system should be flexible enough to give scope for
expansion. While considering this factor, numerical system is highly
flexible than other systems.
6. Accuracy: Whatever system is selected it should not provide for
misfiling. If records are misfiled, quick location shall become
impossible.
Question 2
Numeric filing systems assign numbers to each file or record containing
information. Numbering could be drawn from the record itself (i.e.,
purchase order numbers), numbering files in order of record generation
(from 1 to 1,000), using sectional numbering where files numbered under
sections – or categories – as 100, 200, 300, etc., belong to specific
subject subheadings or using decimals (similar to the Dewey Decimal
System). This filing system have the advantage of accuracy, filing speed
and confidentiality.
It is very easy to understand compared to numeric filing. It is the most
popular and common method of filing. It is a flexible method. It is used in
both small and large organization.

Question 4
Questions 1 and 2 are Practical question

UNIT 4

Suggested answers
Questions 1 and 2 are practical questions

173
 MODULE 5:
UNIT 1
Suggested answers
Question 1
Application Form for Employment
Personal Information
Name

Address City State

Phone Number Mobile Number Email Address

Position
Position You Are Applying For Available Start Date Desired Pay

Employment
Desired
Full Time Part Time Seasonal/Temporary

Education
School Name Location Years Attended Degree Received Major

References
Name Title Company Phone

Employment History
Dates
Employer (1) Job Title Employed

Work Phone Starting Pay Rate

Address City State

Signature
Name Signature

Date

174
UNIT 2

Suggested answers

MODULE 6

UNIT 1
Suggested answers
Question 1
Leadership is simply the ability to influence or direct other people to
accomplish set objectives. It also involves the process of directing, an
organization in a way that will make it more cohesive and coherent in its
activities.
Influence: This implies the power to affect or to induce compliant or
supportive behaviour from the subordinates, without the necessity to resort
to his positional authority and/or personal power.
Positional authority is the authority that comes from title, rank, and status.
It's the authority you get from the hierarchy of an organization.

Question 2
Date: November 10, 2019
To: Club members
From: Danjuma Aliyu, Club President
Subject: Principles for effective leadership
I am writing to inform you that if I am appointed as the president of the
club, I will make sure to work with the following principles among others:
i. While trying to uplift the organization to a greater height, I will be ready
to accept responsibility for the mistakes that may be made by those
Idelegate authority to.
ii. I will always try to make sound and timely decisions
iii. I will set good examples for the subordinates’ team or group members
iv. I try to know my people and look out for their well-being - Know human
nature and the importance of sincerely caring for the workers.
v. I will try to care for the members and be ready to look after their welfare
and be ready to empathize with them, particularly when they have
problems, official or personal.
Thanks for your cooperation

175
UNIT 2
Suggested answers
Question 1
Here are a few ways to explore and resolve the problem of the boss treating
as a boy/girl in a professional manner.
1. Step Back and Reassess
Start by giving your boss the benefit of the doubt. Maybe this is all a
misunderstanding. Maybe you’re being a little (dare I say it) sensitive?
After all, this is business. People aren’t always as kind and gentle as we’d
like them to be. Busy executives can be abrupt. They’re focused on facts,
not necessarily feelings. Step back from the situation and look at it with an
honest, unbiased point-of-view. Is this really a problem…or should you
perhaps focus on building a tougher shell?
2. Focus on Face-to-Face
Again, let’s give your boss the benefit of the doubt: Maybe you’re
misinterpreting the tone. It’s easy to do, especially at the beginning of a
new working relationship. Try to interact face-to-face as much as possible.
Tone can be difficult to read over email and over the phone. Even when
you know someone very well, signals can get crossed. When you speak
one-on-one and in-person, you’re less likely to misinterpret what’s going
on.
3. Call Attention to It
Sometimes, even the most self-aware people in the world are completely
unaware of the impact they’re having on others. Perhaps your boss is so
wrapped up in his own world, he doesn’t hear the condescension in his
voice. Sometimes a tactful, non-confrontational discussion can help call
attention to the matter. Practice what you’ll say ahead of time so you don’t
find yourself getting emotional. Be specific about what’s happening and
how it’s impacting your work. Then, ask for the specific change you’d like
to see.
5. Keep Your Cool
Focus on yourself and maintaining your composure, even when you feel
put down. Be the bigger person. Do not let someone else’s bad attitude ruin
your day or your self-worth.
6. Demonstrate Your Capability
Okay, maybe your condescending boss really thinks you are kind of an
idiot. Too bad for him. You’ve got this job and there’s a reason you’re
here. Step up to the plate and prove him completely 100% WRONG.
Demonstrate your knowledge and capability through your actions. Let the
mean attitude and tone of voice roll off your back, knowing that you’ve
got the upper hand. By consistently doing your best, he’ll have no choice
but to see his error in judgment.

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Question 2
The simple fact is that many of us will feel overworked at some points
throughout our careers. It's when work starts digging into your personal life
that it becomes an issue. Before going to those senior officers, be sure to
convene with a trusted cohort. Make sure you are actually overworked — not
just overwhelmed. If you are overworked, meet with the senior officers and
have an honest conversation. Seek advice. Be open-minded. Is there anything
you could be doing differently? If the senior officers are unreceptive, you will
have to inform your direct boss to help you tackle the issue.

Self-assessment 2
Question 1
First, I will communicate with him/her my feelingsabout her constant
financial demand. I will let him/her know that I am not a money minting
machine because we are colleague. I think that communication is perhaps
the most important factor when it comes to improving relationship with
other colleagues. As you try to develop good interpersonal relationship
him/her, you would need tact and exceptional skill to relate with the
person. In fact, you may need to avoid him/her. Do not report him/her firs.
Take whatever steps are necessary to remedy your situation first, and only
turn to management as the last resort.
Question 2
The Manager
Report on how best the support of the staff could be induced
Staff support is the resources and nudges an organization intentionally
provides employees to encourage well-being improvement. Sir/Ma, I
suggest that the you should apply the following staff support techniques in
other to make the employees happy.
Communicate clear expectations. Making sure employees are clear about
their work assignments means communicating those expectations well.
Continue to manage what is expected through frequent communications.
Make sure performance appraisals are consistent. Regular and timely
appraisals ensure employees know where they stand at all times.
Conducting performance appraisals regularly also keeps goals in the
forefront of daily tasks.
Make employee development a priority. “Where do you see yourself in
five years?” This is a common interview question. Now that five years
have passed, has your employee’s career goals been achieved? Or, are they
still striving to reach their full potential within the organization? If they
are, maybe this is a good time to readdress those goals and plan
accordingly. Work to close any skills gaps that will not only help them
achieve long-term goals but will also benefit your company when their
skills help you fulfil business objectives. 177
Take steps toward improving morale. Employees perform better when they
are satisfied with their job. Review things such as: Work environment,
Benefits, Salary level, Employee understanding of the mission and vision.
Employees who understand how their role helps the company succeed are
often more willing to do their very best.
Empower employees to do their jobs well. Empowering employees can
take on many forms as they gain the authority to make decisions that have
a huge impact on their success.
Utilize the right technologies. Implement technology platforms that drive
performance and engagement daily. Technology is crucial in today’s
workforce, especially if you have a decentralized staff.

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